Hospital executives managers physicians and other

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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). 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. 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 prework and scoping done to understand the root cause of the problem before 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. Prework often involves reviewing data and/or observing processes within an area. A few members of the departmental staff are identified by the departmental leadership to support data collection and the planning process. From this information, an assessment template a tool created by the organization to track the findings from observation is completed. Included within the assessment template are: Vision/goal statement. Potential process owner. Stakeholder departments. Alignment with strategic imperatives or points of the cultural transformation initiative. Problem statement. Data available. Scope/boundaries. Key performance indicators. Consequences of doing nothing. Notably, there is no analysis of cost-benefit estimates included within the assessment template: management assumed that improved efficiency would naturally lead to financial benefits. Based on the results of prework and information in the assessment, targeted interventions are proposed to solve the problem. Tools may include CAP, Workout, Lean Kaizen, or Six Sigma. Or the process change might simply be implemented without using a formal project to do so. A meeting is held with the hospital leadership to discuss the recommended approach.
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30 Lean Training General Lean Training LHC demonstrates commitment to introducing staff to Lean principles and other process improvement tools. For example, orientation training for new staff includes information about process improvement. In addition, new staff members are made aware of the combined Lean-Six Sigma curriculum and training available to all staff.
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  • Fall '17
  • Shankar Purbey

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