Lean and quality improvement at the organization in

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Lean and Quality Improvement at the Organization In this section, we discuss the history of both Lean and quality improvement at LHC. Exhibit 6.5 outlines the overall timeline. The specific activities noted in the timeline will be discussed throughout this report. History of Quality and Efficiency Improvement Efforts at the Organization LHC prides itself on having an organization-wide focus on quality and performance improvement. It launched a new Initiative in 2000, a blueprint for achieving patient satisfaction that represents the cornerstones of its culture. The cultural transformation initiative came out of a decision made by executives and the Board of Directors to move LHC from being a mediocre- performing organization that was formed with the merger of two provider organizations to becoming a high-performing system. LHC had been in the 50th percentile in quality, safety, patient satisfaction, employee satisfaction, and financial performance. The cultural transformation initiative was launched to shift its culture to one where patient care became the sole center of everything that was done. The initiative has five points: excellent service, best people, clinical quality and safety, resource stewardship, a caring culture, and at the center outstanding patient satisfaction. The initiatives’ goals and accomplishments include transforming t he culture to a culture that (1) promotes trust and openness to encourage conversations about performance and (2) removes bureaucratic barriers for employees and physicians in order to create an outstanding patient experience. To implement the cultural transformation initiative, LHC made several practice changes: standardized business practices, revamped hiring practices, improved departmental team building and ownership, implemented proactive communication around information systems, and leveraged technology to communicate more effectively. As LHC worked towards becoming a high-performing organization, they worked with the consulting firm to develop measurable goals and a roadmap for achieving them, which included the use of Six Sigma. ff Six Sigma is a process-improvement technique that seeks to improve the quality of process outputs by identifying and removing errors and minimizing variability.
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214 Exhibit 6.5. Chronology of Quality Improvement and Lean at Lakeview Healthcare Phase Ramp up Implementation Study period Years 2000-2003 2004-2007 2008 2009 2010 2011 Quarters ‘00 ‘01 ‘02 ‘03 ‘04 ‘05 ‘06 ‘07 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 Case study data collection History of QI and concurrent QI activities Cultural Transformation Initiative commenced Consulting firm partnership forged Quality Improvement Toolkit introduced, Six Sigma launched Introduction of Lean Negative operating margin New chief operating officer hired Lean initiated, added to LHC’s quality improvement toolkit Lean training & projects Horizon Hospital and related processes
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215 “It’s not always the hammer that’s gonna fix the problem. Sometimes it’s a screwdriver, sometimes the wrench,
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  • Fall '17
  • Shankar Purbey

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