Lean knowledge and skills the hospital move involved

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Lean Knowledge and Skills The hospital move involved all hospital staff, and there was widespread exposure of staff to process improvement and to the Lean tools and Lean concepts that were used to design the building. This immersion into Lean was designed to give staff the opportunity to apply Lean over a period of time, deepening their understanding of how to put Lean into practice. Although staff were not necessarily articulate in using Lean terminology, they were able to independently apply Lean techniques to solve problems that arose in their daily work. Lean Routinization Although there were few specific comments in regards to the Horizon Hospital and routinization, a management engineer did cite the Horizon Hospital in the context of standardizing practices across all of LHC’s hospital campuses. Practices will be standardized to match the most efficient campuses, with Lean events prioritized and implemented to support this strategy. Ultimate Outcomes Efficiency In building Horizon Hospital, executives (both corporate and hospital level) and process improvement professionals reported that they were able to efficiently use internal resources, For the staff in g eneral, I’m hoping it manifests itself in engagement but I would describe it as pride. There’s definitely a higher level of pride for the folks who lived through the last 3 years as we’ve been designing and developing and seeing it come to fruition.” Management Engineer
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233 thereby saving considerable expenditures. As a result of having management engineers and Six Sigma Black Belts in-house, no consultants were hired to support the overall planning process related to work area layout. In addition, according to respondents, careful planning of the building and frequent and early check-ins helped keep change order costs during construction to a minimum. Clinical flow change orders typically occur when changes are made that impact the design significantly. Often, the change orders occur when the clinical flow processes are determined retroactively, after the design work has been completed. LHC used this savings to fund Horizon Hospital projects that were scheduled for a future date. Executives and engineers reported that the hospital move-in went smoothly and took nearly 2 hours less than expected. Frontline staff agreed that there were no major issues with move-in. Patient Safety At Horizon Hospital, managers expected that the use of private rooms, including the NICU rooms, would lead to a reduction in infection rates. However, in the first few months after opening, the NICU reported higher infection rates than expected. Frontline nurses and department leaders believe this could be attributed to increased patient volume and changes to the care processes. For example, the staff frequently communicated with each other using face- to-face and non-verbal signals at the old hospital, but they switched to cordless/portable phones at the new hospital. This practice may have led to the transmission of infections between patients. Two frontline staff mentioned that in the new NICU, visitors were asked to scrub before
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  • Fall '17
  • Shankar Purbey

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