Notably at lhc all of the senior leaders and many of

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Notably, at LHC, all of the senior leaders and many of the frontline managers have training in process improvement. Namely, they are Six-Sigma belted to at least yellow level. Two
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55 executives noted that the Six Sigma Black Belt program is used as a training ground and as a source of professional development for future leaders. Staff Engagement Two executives explained that staff at LHC are highly engaged in providing high-quality patient care. Thus, as reported by five frontline staff and a physician, when staff are made aware of an opportunity to improve patient care and staff processes, they work towards it. One example of this is the Bed Flow project where staff requested that more information be shared twice per day on the hospital’s census (via a meeting or an email with the “state of the house”). Nurses used this information to help prioritize their work, pointing physicians to where they should first focus their time to discharge patients and indicating to ED staff which inpatient units to transfer patients to so that patient load would be equalized. One hospital executive stated that the initiative and the project teams must be as inclusive as possible and engage staff at all levels of the organization. Many staff several hospital executives, a physician, five frontline staff, and two management engineers stated that staff are more engaged when they are able to define the solution to a problem. A management engineer explained, however, that it is important for staff to understand why they are completing the project and what benefits will come out of their participation. On a Bed Flow project, four frontline staff explained how staff engagement lagged when the project team did not invest enough time in gathering stakeholders’ input. When the team returned to the unit, staff not on the project team were hesitant and reserved about the new process. Quick, visible outcomes from Lean also help to engage staff further in using Lean. Several staff including a few executives, two management engineers, and a few frontline staff all agreed that positive outcomes further engage staff in Lean. These outcomes can be from projects the staff members worked on directly or from other sites or units. During a report-out, frontline staff spoke about how changes to their work area after using 5S (sorting, straightening, systematic cleaning, standardizing, and sustaining ) particularly engaged staff on the unit. A couple of management engineers reported how they too felt more confident in their work after completing the first Bed Flow project and using those lessons learned to improve on the next Bed Flow project. There can be challenges in trying to bring a multidisciplinary group together for a Lean project.
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