Phillips Jennifer, Hebish Linda J, Mann Sharon, Ching Joan M, Blackmore C Craig
Kaizen Promotion Office, Virginia Mason Medical Center, Seattle, USA.
Jt Comm J Qual Patient Saf. 2016 Apr;42(4):170-83. doi: 10.1016/s1553-7250(16)42021-0.
The relationship of staff satisfaction and engagement to organizational success, along with the integral influence of frontline managers on this dimension, is well established in health care and other industries. To specifically address staff engagement, Virginia Mason Medical Center, an integrated, single-hospital health system, developed an approach that involved leaders, through the daily use of standard work for leaders, as well as staff, through a Lean-inspired staff idea system.
Kaizen Promotion Office (KPO) staff members established three guiding principles: (1) Staff engagement begins with leader engagement; (2) Integrate daily improve- ment (kaizen) as a habitual way of life not as an add-on; and (3) Create an environment in which staff feel psycho- logically safe and valued. Two design elements--Standard Work for Leaders (SWL) and Everyday Lean Ideas (ELIs) were implemented.
For the emergency department (ED), an early adopter of the staff engagement work, the challenge was to apply the guiding principles to improve staff engagement while improving quality and patient and staff satisfaction, even as patient volumes were increasing. Daily huddles for the KPO staff members and weekly leader rounds are used to elicit staff ideas and foster ELIs in real time. Overall progress to date has been tracked in terms of staff satisfaction surveys, voluntary staff turnover, adoption of SWL, and testing and implementation of staff ideas. For example, voluntary turnover of ED staff decreased from 14.6% in 2011 to 7.5% in 2012, and 2.0% in 2013. Organizationwide, at least 800 staff ideas are in motion at any given time, with finished ones posted in an idea supermarket website.
A leadership and staff engagement approach that focuses on SWL and on capturing staff ideas for daily problem solving and improvement can contribute to organization success and improve the quality of health care delivery.
员工满意度和敬业度与组织成功之间的关系，以及一线管理人员在这方面的重要影响，在医疗保健和其他行业中已得到充分证实。为了专门解决员工敬业度问题，弗吉尼亚梅森医疗中心，一家综合性的单医院医疗系统，制定了一种方法，该方法涉及领导者，通过日常使用领导者标准工作，以及员工，通过一个受精益启发的员工创意系统。
改善促进办公室（KPO）的工作人员确立了三项指导原则：（1）员工敬业度始于领导者的敬业度；（2）将日常改进（改善）融入习惯的生活方式，而不是附加物；（3）营造一个让员工感到心理安全和受重视的环境。实施了两个设计要素——领导者标准工作（SWL）和日常精益创意（ELIs）。
对于员工敬业度工作的早期采用者急诊科来说，挑战在于即使患者数量增加，也要应用指导原则来提高员工敬业度，同时提高质量以及患者和员工满意度。KPO工作人员的每日碰头会和每周的领导巡视用于收集员工的想法并实时促进ELIs。迄今为止，总体进展已根据员工满意度调查、员工自愿离职率、SWL的采用情况以及员工想法的测试和实施进行了跟踪。例如，急诊科员工的自愿离职率从2011年的14.6%降至2012年的7.5%，2013年降至2.0%。在整个组织范围内，任何时候至少有800个员工想法在推进，完成的想法会发布在一个创意超市网站上。
一种专注于SWL以及收集员工想法以解决日常问题和进行改进的领导和员工敬业度方法，有助于组织成功并提高医疗保健服务的质量。
