tag:blogger.com,1999:blog-32053362.post7171647530157455744..comments2024-03-26T00:25:34.026-04:00Comments on Not Running a Hospital: Getting specimens to the labPaul Levyhttp://www.blogger.com/profile/17065446378970179507noreply@blogger.comBlogger8125tag:blogger.com,1999:blog-32053362.post-35507887020747289462010-04-28T11:19:30.890-04:002010-04-28T11:19:30.890-04:00I totally agree!I totally agree!Anonymousnoreply@blogger.comtag:blogger.com,1999:blog-32053362.post-72243993048865653602010-04-28T11:15:01.646-04:002010-04-28T11:15:01.646-04:00I am responding to an old post regarding a process...I am responding to an old post regarding a process improvement at BIDMC, which interested me since I work at a hospital.<br /><br />I could not help but be offended by Richard Wittrup's language choice of a, "lowly transporter" who blew the whistle.<br /><br />What is lowly about this transporter, or any transporter, for that matter? Every team member is important. Let's take care to use respect in our language and how we view our colleagues. And clearly, this woman who won the "call out award" is anything but lowly!<br /><br />November 06, 2008 7:53 AM <br /> Anonymous said... <br />It is an illuminating commentary on the management of our health care delivery system (or, more precisely, the lack thereof) that it has taken until late 2008 for somebody to take this on. The convoluted, cumbersome, unreliable and expensive system you describe has been growing like Topsy for goodness knows how long without anybody paying any attention until a lowly transporter blew the whistle.<br /><br />Let us recognize that introducing management into health care is one of the important things that health care reform ought to be about.<br /><br />Richard Wittrup <br /><br />November 06, 2008 12:51 PMAnonymousnoreply@blogger.comtag:blogger.com,1999:blog-32053362.post-29121057286585255292008-11-07T08:10:00.000-05:002008-11-07T08:10:00.000-05:00What a great result! It is really incredible to s...What a great result! It is really incredible to see that you were able to re-engineer the process for dramatic improvement. <BR/><BR/>What many onlookers don't realize that the core function of all the stakeholders and players (departmet heads and staff) is to take care of the patients at your hospital---that is job #1. So, when they can get together on a special project like this out of their ever increasing busier schedules to make positive change happen then this is really a GREAT PROJECT RESULT!<BR/><BR/>I am curious though, how do you promote this internally to your staff, sometimes I feel that staff does not get enough credit and recognition on participation in these special projects?<BR/><BR/>Newsletters? Dedicated Bulletin Boards in common areas? Award Luncheons? How?<BR/><BR/>Cheers!Anonymousnoreply@blogger.comtag:blogger.com,1999:blog-32053362.post-53250846361067334782008-11-06T23:24:00.000-05:002008-11-06T23:24:00.000-05:00Was on a search for hospitals using social media f...Was on a search for hospitals using social media for a presentation next week and came across your blog. <BR/><BR/>I am so impressed by your blog and the total transparency of this process as outlined in this post for your readers. The nitty gritty might be especially interesting for "process wonks," but from a communications perspective it's this kind of transparency and authenticity that is crucial for this medium. You're engaging stakeholders, listening and responding to critics and, ultimately, building relationships.<BR/><BR/>I'll be bookmarking this post a great example of how this can be done right. Thank you! <BR/><BR/> - KelliAnonymousnoreply@blogger.comtag:blogger.com,1999:blog-32053362.post-6197892863138106582008-11-06T15:51:00.000-05:002008-11-06T15:51:00.000-05:00It has been great to be part of the team that deve...It has been great to be part of the team that developed and rolled out this new process. It's worth mentioning the wonderful folks who embraced the opportunity to redesign in this new way. They came together open to change, really listened to how the work of each affected the other, and together came up with a process that is better for all involved AND improves safety. <BR/><BR/>It's worth listing their names and their various departments and job categories: Transport Dep't (Nebiye Woldehaimanot, Mgr; Gloria Martinez, Transporter); GI (Julie Doherty, RN; Christine Hunt, RN; Dan Leffler, MD; Janet Lewis, Mgr); Pathology (Judy Jensen, Dir; Gina McCormack, Dir; Donna Fayad, Mgr; Gail Howe, Supervisor); Administration (Jayne Sheehan, Sr. VP; Eva Greenwood, Dir, Ops; Davin Janicki, Project Mgr, Health Care Quality; Jason Monarch, Value Capture consultant). And after successfully rolling out this process in GI, many on this team have been leaders in spreading the lessons and specific to other departments. In fact, at a meeting yesterday with all the other procedural areas, there was agreement to roll this out as the standard pathology specimen process in all units by December 1.<BR/><BR/>Thanks to you, Paul, for your leadership and support in this new way of solving problems. I really believe it leads to better workflow, more satisfied employees and perhaps most importantly in a complicated organization like a hospital respect and collaboration among departments and between managers and front line staff.<BR/><BR/>-Joanne Marqusee, Sr. VP, Operations, BIDMCAnonymousnoreply@blogger.comtag:blogger.com,1999:blog-32053362.post-12859575851769283922008-11-06T12:51:00.000-05:002008-11-06T12:51:00.000-05:00It is an illuminating commentary on the management...It is an illuminating commentary on the management of our health care delivery system (or, more precisely, the lack thereof) that it has taken until late 2008 for somebody to take this on. The convoluted, cumbersome, unreliable and expensive system you describe has been growing like Topsy for goodness knows how long without anybody paying any attention until a lowly transporter blew the whistle.<BR/><BR/>Let us recognize that introducing management into health care is one of the important things that health care reform ought to be about.<BR/><BR/>Richard WittrupAnonymousnoreply@blogger.comtag:blogger.com,1999:blog-32053362.post-28460550633515413802008-11-06T07:53:00.000-05:002008-11-06T07:53:00.000-05:00Many thanks (again!)Many thanks (again!)Anonymousnoreply@blogger.comtag:blogger.com,1999:blog-32053362.post-34225467908050899532008-11-06T07:31:00.000-05:002008-11-06T07:31:00.000-05:00Take my yesterday's comment: repeat. (: Another ro...Take my yesterday's comment: repeat. (: <BR/>Another routine, but sometimes overlooked, facet of this process improvement is to ensure that all policies, procedure manuals and new employee training materials in all affected depts are revised to reflect the new process - so that it survives its creators when they move on. I am sure you have this covered, but sometimes this last paperwork step is not completed.<BR/>Great work! Perhaps only we "process wonks" enjoy reading this stuff, but it really does make a difference to patient care!<BR/><BR/>nonlocalAnonymousnoreply@blogger.com