Conceptualization of and goals for lean according to

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Conceptualization of and Goals for Lean According to statements by nearly all interviewees, Grand uses Lean as a mechanism to reduce waste and improve processes. In addition to the focus on identifying and eliminating waste, Lean also empowers frontline staff to formulate solutions, thereby reinforcing a culture of QI. Nearly all interviewees recognized that these goals for Lean were strongly driven from the senior leadership, specifically the CEO. Exhibit 3.6 lists the goals for Lean at Grand expressed by staff at various levels of clinical and administrative responsibility in the organization. Although there is some agreement (e.g., all five employee categories agree on waste reduction as goal), there is also important variation (e.g., only department leaders and nurses and other frontline staff cited QI). Summarizing these goals across all labor categories suggests that, at a broad conceptual level, Lean at Grand is intended to improve efficiency, improve quality, enhance the QI skills of staff, and engage the entire staff in these efforts. In addition, members of the senior leadership team indicated that Lean is also intended to change the organizational culture. Reduce or eliminate waste. Nearly all staff across all levels of the organization indicated some form of waste reduction as an organizational goal for Lean. Individuals believe that Lean will
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106 We're giving new skills and then, we expect you to use them after you're done with the wave. Because then you should be able to put together your own team and just go. The first three waves, four waves are teaching new skills to people. Once they've got that down, they should be able to go do it by themselves .” Executive leadership allow the organization to “do less with less,” meaning that Lean will remove undue burden on staff by finding and removing waste within existing processes. Related to waste reduction, a few interviewees noted that a key goal of Lean is to reduce costs or save money. Develop improvement skills. Reflecting an interest in increasing the capacity of the organization to implement Lean, several senior executive and department leadership interviewees mentioned that a goal of Lean is to provide new skills in process improvement to Grand ’s staff. The CEO hopes that staff will continue to use these skills after their participation in formal Lean projects ends. Change organizational culture. Two senior executive staff noted that organizationally, they hope that Lean will be hard- wired into the organization’ s culture. As stated by the CEO, after Lean implementation, staff at Grand will never stop finding ways to improve processes. Further, the CEO noted that he hopes that as a result of Lean, staff will not be afraid to try something new through a rapid test of change.
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