And they are trained while participating in rci

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and they are trained while participating in RCI events (Exhibit 2.8). Individuals attend a meet- and-greet training session 1 to 2 weeks before the RCI event, which lasts about 1.5 hours and introduces the basic premises of Lean: eliminating waste and strain while improving the staff’s ability to care for patients. During this session, team members also learn how the RCI event will look and run. This training session was added to the Lean program after its original inception as a result of feedback from staff that more training was needed. Lean team members also receive another 2-hour training session on the first day of the RCI event. This session focuses on the principles of Lean and further examines the types of waste that team members might encounter. Team members referred to this session as more of an introduction to Lean than training. One interviewee noted key differences between prior quality improvement initiatives and Lean in the selection of team members and the time to complete the project. In previous non-Lean projects, staff identified the problem, gathered a team closest to the work, worked through the problem, and then implemented change. With RCIs, however, the interviewee noted that participation in teams is no longer limited to those who are closest to the work. Further, as one noted, the RCI team is designed to work through the problem in just a few days, rather than taking 3 months. Other interviewees noted that RCIs are more focused on a single problem and have more resources to meet the desired outcome. We received conflicting information from interviewees about what Lean training, if any, management and leadership staff received. Some frontline staff believed that managers and department leadership received training during the initial Lean value stream activities; another interviewee noted that management staff received specific management training similar to the facilitator training. One other staff person noted that no formal training was given to management and departmental leadership. In general, many interviewees, including facilitators, Lean team members, and departmental leadership, noted that more formal training on Lean is needed. Team members desired more information on Lean tools and Lean terminology, noting that those who are new to RCIs are often confused by the concepts and language. Other interviewees generally felt that the organization needed to move from just-in-time training to formal training. Process for Lean Projects Lean projects at the hospital follow similar processes that revolve around an RCI event. Exhibit 2.8. Lean Team Training at Central Hospital Relationship to project: Lean training and experience are gained through participation in a Lean project Mode: In-person Duration: Short sessions 1 to 2 weeks prior to RCI event and 5-day RCI Participants: Lean team members (approximately 10 to 12 people) Trainer: Lean facilitator internal to process improvement group Topics covered: Lean principles, specific Lean tools used in RCI
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