Cross-functional teams are essential in lean, both in planning and in implementing improvement efforts. You need different perspectives to see all the possibilities. And you absolutely have to include the process users on the team.
Apparently the University of Chicago Medical Center doesn’t understand that.
The center is planning to reorganize its emergency room. According to the
"Not including emergency-room physicians and nurses ... would be analogous to changing the way surgery is performed in an operating room without involving any surgeons or changing the way a cardiac catheterization lab works without cardiologists," said Dr. Larry Weiss, president of the American Academy of Emergency Medicine and a professor of emergency medicine at the University of Maryland...
Since the restructuring, the
"Like nearly every hospital in the country, the
There are also issues regarding the fact that the reorganization is aimed at clearing the ER of patients with non-urgent injuries and illnesses by redirecting them to community hospitals and clinics.
As a specialized teaching facility,
The academic medical center in
Beyond what may be a flawed planning process, I see other problems here. First, the Center could be focusing on having two different ways patients flow through the ER (i.e., value streams), one for true emergency cases, one for all others.
Second, I have to be skeptical of the claim that a specialized teaching facility has inherently higher costs than any other hospital. A lean strategy could undoubtedly find ways to bring those costs down.
The associations attacking the