Here at KaiNexus, we often get a peek into some of the truly remarkable improvement initiatives and work that organizations undertake to create positive change for their customers and employees. Recently, KaiNexus Vice-President of Improvement & Innovation Services, Mark Graban, spoke with Lindsey Booty and LeaAnne Teague from Our Lady of the Lake hospital in Baton Rouge, Louisiana.
Both Booty and Teague work in the Lean Management Office of Our Lady of the Lake, which is an 800-bed teaching hospital that began using Lean and CAP [Change Acceleration Process] methodology about three years ago.
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“CAP is change acceleration, we learned it from our GE counterparts when they were here with us in a consulting role, and it helps to ensure that you have the “people” portion of improvement considered. It goes through creating a shared need with your peers and with your team members, making sure that they’re properly bought into the change, ensuring that systems and structures around the organization are set up to make sure that the changes are sustained throughout improvement. It really helps us to get aligned with the “people” side of improvement that’s often left out when you just look at quality solutions,” Booty said.
“Three years ago was around the time that people really began to talk about highly reliable organizations, and to be highly reliable you needed this very robust process improvement platform,” Teague said. “Our leadership really looked at that, took the challenge, and said it’s through Lean methodology and it’s through change acceleration that we want to begin to make our mark.”
A big part of Our Lady of the Lake’s improvement efforts centered around Lean boot camps they hold bi-annually. However, in 2017 a new electronic medical records (EMR) system was installed at Our Lady of the Lake, which represented separate improvement work that needed to be completed.