create an improved future state. To date, CHH’s events have and $550,000 in annual expense savings and increased
involved 750 employees and physicians.
revenues,” says Biddle.
Along with these events, there have been other educational
Meanwhile, the hospital also makes an effort to reduce
endeavors to train employees in lean practices. Some employees wasted items.
have become lean facilitators who conduct small-scale proj-
“We always try to reuse or repurpose anything we can: fur-
ects in their departments, which
niture, fixtures, flooring, lights,
has led to improved processes in
ceiling grids, et cetera,” says Tim
“We dedicate the time necessary to
Martin, vice president of hospital
more than 30 departments, from
medical units to patient transport
analyze our processes because, in the operations at CHH. “When we
to housekeeping.
approach any project, we consider
long run, well-designed processes save ways to enhance the new product
The investment of time and re-
sources into incorporating the lean
and drive efficiencies and standard-
time and effort and improve quality.
philosophy has been worthwhile
izations, which are the cornerstones
for CHH. One financial benefit That way, our employees and physicians of our lean process. In this way, the
the hospital has seen has been a 19
will spend less time and effort working end user has a better organized and
percent reduction trend in total ex-
productive space, enhancing their
around problems and instead spend
pense per operating room from July
productivity, which in turn is an
2014 through June 2016. Another
economic and satisfaction win for
more time and effort adding value to
benefit has been an improvement
our staff and customers.”
the experiences of our patients.”
in CHH’s Hospital Consumer As-
Biddle agrees that a commitment
sessment of Healthcare Providers
by senior management all the way
and Systems’ patient satisfaction scores through August 2017. down through each department is important.
These improvements were reported on key indicators like the
“A successful lean transformation program requires the
overall hospital rating, patient satisfaction with communica- vision and support of leadership,” he says. “Our CEO, Kevin
tions by nurses, responsiveness of hospital staff, communica- Fowler, came to CHH four years ago with a vision to improve
tions with doctors, management of pain and communications our processes to increase the effectiveness of our operations
about medications.
and the experiences of our patients through the lean transfor-
“Small-scale lean facilitator projects have resulted in mation program. His ongoing commitment and support of the
$450,000 in one-time expense savings and increased revenues program has accounted for its success.”
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