This meeting is not attended by many frontline staff

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this meeting is not attended by many frontline staff outside of the department related to the event’s focus. Newsletters and emails about Lean are circulated, in addition to reports at meetings and face-to-face communication. A few senior leaders (including executives and department managers) stated that if staff were asked about Lean using Lean terminology, staff might not recognize the terms. However, when a term is described, a different term is used (i.e., RIE instead of Advance), or when a specific project is described, staff recognize the activity and can provide an explanation of what it is. Even an executive noted that he doesn’t know all of t he right terms for types of tools or projects but can describe them. Further, the term “Lean” is not used because of the negative connotation that it has in relation to job retention. The most valuable thing [about Lean is] to force people to be together for 4-1/2 days. [This] is something that never, ever… happened regularly to resolve patients’ needs. That’s the key benefit of it. And it’s also the bad part of it , because it’s wasting your whole week.” Physician, department manager
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205 Engagement Management. In the first year of Lean implementation, engaging the executive team’s and managers’ support for Lean was a challenge for the CEO. The CEO and COO identified senior staff’s inexperience in Lean methodology and their difficulty in understanding how Lean would benefit the organization as a formidable barrier. The CEO indicated that in year two, senior staff became more supportive of Lean because their involvement in the RIE process allowed them to directly see results. Some directors and chiefs of service continued to be unwilling to adapt to the Lean culture, according to senior executives and department leaders. One executive described a director whose inflexibility hampered staff involvement in an RIE. The director and chief of service struggled with taking clinical staff away from their regular duties and saw Lean as a waste of valuable resources within their department. In reference to this situation, an executive said that after 2 years, he has come to the conclusion that certain people can be won over, but others can literally be placed on the sidelines. A director described the benefit of Lean as forcing people to be together for 4-1/2 days to come to a problem resolution. Cloistering employees was also the worst part of Lean since it “wasted your wh ole week.” One executive mentioned how having nursing and physician department leadership on an RIE team together enabled them to get to know each other better. The experience reinforced their mutual commitment to process improvement and sense of teamwork Frontline staff. Comments were not always positive about staff morale and willingness to participate in Lean. The director of pediatrics stated that staff are often very negative because they have only a narrow perception of past failed improvement initiatives and, therefore, are often unwilling to become involved. The COO said motivating some employees has been a
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  • Fall '17
  • Shankar Purbey

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