Process for implementing lean exhibit 67 displays the

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Process for Implementing Lean Exhibit 6.7 displays the key steps involved in LHC’s Lean implementation process, including project selection, planning, training, project implementation (including how the project and team are structured), monitoring and control, and sustainment of project results. Each of these steps is described in more detail in this section. Lean Project Selection Process LHC decided to implement Lean using a Kaizen approach. Projects are identified in multiple ways. Hospital executives, managers, physicians, and other frontline staff can raise an issue to be reviewed by the process improvement departments (Six Sigma and Management Engineering). At LHC, a weekly financial, patient satisfaction, and quality briefing brings together the leadership of all of the hospitals and the management engineers. During those meetings, issues are raised and corporate leadership refers staff to the management engineers and Six Sigma Black Belts to help them with any areas in which they are struggling.
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219 “When I’m looking at the project, I’m looking at, What is the financial return? What is the impact on patient quality and safety? What is the impact on employee satisfaction? What is the impact in terms of our focus on a caring culture, to support the employees in terms of the individuality of that particular practitioner, who may not be the same as the person on the other side?” Corporate Executive Exhibit 6.7. Overall Lean Implementation Model at Lakeview Healthcare Staff in the Management Engineering Department work directly with the executive vice president of health services (now subsumed under the title of president and COO) to consider how to prioritize projects. To help with this process, the executive vice president and engineers consider the impact that the project would have on the five points of the cultural transformation initiative. It is interesting that none of the interviewees mentioned a project that had been rejected. This might be because of the extensive amount of pre-work and scoping done to understand the root cause of the problem before Lean project selection Hospital staff raise potential projects ideas Corporate executives & management engineers pic Planning Study department/area to be implemented Training Lean-Six Sigma curriculum • New managers’ training Team training through participation in projects Project implemen - tation Kaizen event week Monitoring, control, and sustainment Management engineers work with the project team rollout to department Corporate report out to all of the senior leaders at e Team presents the project and outcomes to the sen days Process owner continues to monitor the project
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220 beginning a project. Planning Implementation of Lean Once a possible project is raised for consideration, management engineering or Six Sigma Black Belt staff might spend 3 to 5 weeks studying the problem to understand the underlying issues.
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