At the beginning we did not really know what that

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building. At the beginning, we did not really know what that meant .. that was given to us as a challenge to figure out.” Corporate Executive Our vision is to transform the patient experience, providing world-class health care right here in our local community. With the best physicians, most advanced facilities and the next generation of technology and processes, [LHC] will be able to ensure that our patients have the best outcomes possible.’” Corporate Executive occurring in a more organic fashion across the hospital. LHC disseminates and promotes findings from Lean projects across the organization by sending monthly reports of process improvement activities and projects to corporate and hospital executives. Process improvement staff also share what they learned from similar projects or activities when a process is being replicated, furthered, or customized at a new location. External dissemination. The executive leadership of the organization, particularly the CEO, stated that they felt an obligation to share their findings and experiences widely, not only so others can learn from their experiences, but also so they can get different viewpoints. A number of avenues have been used to share findings externally: In 2006 a week-long International Lean Healthcare Seminar implementing five projects with health care professionals from 18 hospitals and health systems and four countries. Meetings for outside organizations to hear reports from LHC executives on different process improvement projects. Travel by executives to Scotland to share Lean activities with the National Health System. Promotion by the architecture firm that worked on Lean to disseminate how the firm uses the Lean tool. Presentation by a management engineer and two frontline staff (at the suggestion and with the support of executive hospital sponsors) on the Bed Flow Value Stream project at the Institute for Healthcare Improvement (IHI) and the GetWellNetwork Users Conference. Lean Hospital Project Horizon Hospital Brief Description of Project and Project Goal The goal of this project was to build a new hospital designed around process with a focus on improving care for patients and their families. To design the building around work processes, LHC used Lean concepts, tools, and techniques. Description of Department/Unit Where Implemented In October 1998, a health system that included Hospital 2 and a second health system consisting of Hospitals 1, 3, and 4 merged to create LHC. Senior leadership felt it was important to build a consistent culture and strategic plan for the newly formed organization. In 2002, an external consulting group developed an overall strategic plan that called for developing an LHC North and a combined LHC South. However, a financial assessment of the plan indicated that sufficient
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225 financial capital was not available to consolidate the three hospitals and create an LHC South.
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