The former prime minister of the United Kingdom, Benjamin Disraeli, once said, “Change is inevitable. Change is constant.” We have become fairly adept within the GBMC HealthCare system at testing change and implementing what is shown to be an improvement. But when we are in times of challenge, a legitimate question is: “Could we move faster in implementing improvement?”
Recently on LMS rounds, a leader articulated that she was trying to test a change that would reduce a significant amount of wasted effort (over processing) within her department, but it required meeting with another department to enroll their leader in the change. She was told that the other leader could not meet for three weeks.
I must acknowledge that I believe that all our leaders are working very hard and prioritizing their work can be a challenge. However, when one of our colleagues makes a request for assistance in getting rid of waste, as leaders we should do what we can to help expeditiously and be fearful of waiting. We must work to reduce our time to action when we have identified an improvement.
Our mission at GBMC HealthCare is to provide health, healing, and hope to all we serve in the community. It is our privilege to serve others, and it is our vision to provide the best health outcomes and care experience with the least waste of resources and the most joy for those providing the care. Leaders should always work to reduce waiting if it is slowing down our progression toward our vision.
Thank you to the Kroh Center
Yesterday, I had a screening colonoscopy at GBMC. My experience from start to finish of the procedure could not have been better (and the screening was negative). Before I left the Kroh Center, the attending anesthesiologist returned to say to me that he did not know that I was the President of GBMC. I want to thank Dr. Niraj Jani, the Medical Director of the Kroh Center and Roel Tiberio, the Nurse Manager of the Kroh Center and all their team for their dedication to evidence-based care and patient safety.
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