Interviewees mentioned at least one of the following

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Interviewees mentioned at least one of the following goals for Lean: improve efficiency and reduce process time (n=19), improve patient experience (n=7), integrate process improvement into the culture (n=4), and increase clinician time at the bedside (n=2). The organizational goals of Lean varied by type of interviewee, as shown in Exhibit 6.6. A handful of frontline staff described the goals of Lean only in terms of the specific Lean projects in which they participated; these goals are discussed later in this Case (see Lean Hospital Project). Improve efficiency, reduce process time, and eliminate waste. Nearly all staff across all levels of the organization indicated some form of waste reduction as an organizational goal for Lean. However, this was a more prominent goal for the process improvement and frontline staff than it was for executives and physicians. Efficiencies included a better organized space,
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217 reduced travel time for staff and patients, efficient patient and staff flow, and reduced process cycle times (e.g., bed turnaround). Notably, none of the participants directly stated that a goal of Lean was to reduce costs or save money but assumed that improved efficiency would lead to that outcome. Exhibit 6.6. Organizational Goals of Lean Type of interviewee Aims of Lean (in order of most frequently mentioned) Executives Improved patient experience Cultural integration: process improvement Improved efficiency/eliminate waste More clinician time at the bedside Providers (physicians and mid-level, nondepartment leaders) Improved patient experience Nurses and other frontline staff Improved efficiency and reduced process time Improved patient experience Management engineers and Six Sigma staff Improved efficiency and reduced process time Cultural integration: process improvement, transparency Improved patient experience Increased clinician time at the bedside Improve patient experience. Many interviewees across all levels of staff described improvement in quality of patient satisfaction and experience as a core goal of Lean. Several executives and process improvement staff linked the importance of patient satisfaction and experience to the cultural transformation initiative at the organization. Integrate process improvement into the culture. Two executives and two process improvement staff members noted that they hope the process improvement activities across the organization including Lean and Six Sigma would become a natural part of how the organization does business. As a result, employees facing day-to-day challenges in their work could raise awareness for the need to bring in functional experts in process improvement to help. One hospital executive explained that in this way, staff would participate in and own the changes at the organization. In addition, one process improvement staff member mentioned that awareness of the tools would generate a culture of transparency and reduce blame and judgment.
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