One or two management engineers andor six sigma black

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2-hour sessions each day for 5 days ensure that patient care services are not interrupted. One or two management engineers and/or Six Sigma Black Belts lead the Kaizen week. At the end of each day, the team reports to the local hospital leadership (e.g., hospital CEO, operations manager, department chiefs) to share the results of the event, including information on initial outcomes and how the project has affected process. Immediately following the Kaizen, the project team process owner is responsible for implementing the action plan, communicating changes to other staff members in the department who are on the project, and overseeing the changes. Lean Teams LHC has identified several formal roles for projects, as described here (and depicted in Exhibit 1.9). Executive sponsor . An executive sponsor is assigned to each project team. Generally, the executive sponsor is the CEO of the hospital or the vice president of operations. The sponsor’s major responsibilities include reviewing progress, removing barriers (e.g., getting approvals and resources), introducing the project at report-outs, helping select project team members, and keeping the team focused. Management Engineer/Lean leader . Staff from the Management Engineering Department serve as project team facilitators and trainers. In addition, they conduct the pre-work for the Exhibit 1.8. Kaizen Activities Collect information on the voice of the customer Use tracer methodology to track how a patient moves through the process and aid in the development of value stream mapping Map out the future state of the process Remove non-value-added steps from the future-state process Create spaghetti diagrams to show the pathways staff and patients take to move through the process Prepare a fishbone diagram to examine cause and effect* Use the workout concept to brainstorm problems, and discuss and vote on solutions Implement visual management techniques** Apply the concept of push versus pull (level loading) Learn data-collection techniques and statistical analysis Visit the units where the process will be implemented Create project-specific tools such as Excel spreadsheets to track bed availability or color-coded systems to indicate patient load Make an action plan for implementing in the department Report the results of the project at 30 days Report the sustainment of the project at 90 days
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32 project collecting data and developing an assessment which includes: project goal statement, potential process owner, stakeholder departments, alignment with strategic imperatives or points of the cultural transformation initiative, problem statement, any data available from observation or records, scope/boundaries of the project, key performance indicators, and consequences of doing nothing. They educate team members on Lean tools and measures and on monitoring.
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