Details:
For the patient tower: Developed and implemented a comprehensive operational 'Transition Plan' that included four patient care floors, a new Emergency Department and a new Pharmacy. Services provided were direction, organization and co-ordination to Departments, transition teams and contractors from the reorganization of service delivery in the new space through the move-in activities.

For the new D&T Center occupancy: Provided the structure and direction to integrate staff from various hospital departments into a cohesive team that collaborated in the development of systems and processes reflective of their philosophy of a healing environment, as well as the plan for their physical move.

The "Service Excellence" program was a two-year engagement developed and delivered by 5THink with a focus on improved patient, employee and physician satisfaction. 5THink worked with every entity in the Service Area, including members of the Board, to charter unit/department based Service Excellence teams in support of overall implementation strategy. Development of tools, job aids, and templates were used by managers and supervisors in support of unit/department based implementation of plans. Metrics were established to measure ongoing improvements.

Challenges:
At the time of the first project, a majority of the staff and managers at this facility had never participated in a new hospital move so we worked diligently to educate them on the transition pitfalls and assisted them in accomplishing processes that they could adopt before their move to ease the workload once the move was complete. Additionally, unexpected management vacancies in the middle of transition activities resulted in a need for temporary department specific leadership support that 5THink was able to successfully provide.

In the Service Excellence arena, helping the organization understand how to utilize metrics and data to help determine areas of focus in improving customer satisfaction needed to be a priority.

Results:
The mutual respect and effectiveness of a work relationship with this client, along with the successful occupancy of the patient tower, drove repeat work for 5THink on subsequent LCMH projects and a very enjoyable five years of consistent collaboration.

Our work was truly comprehensive in scope. We began with an informational discovery process that spurred the hospital to identify broad areas of work where our services were needed. Meetings with key campus leaders, contractors and architects surfaced issues that were communicated to and clarified by staff and hospital executives. Our organized approach to consistently communicating, recording information, and sharing information with other project team members resulted in identification of issues or concerns that eliminated costly change orders, allowed for timely corrections of "found errors" and, most importantly, allowed for a very high level of connectivity across all aspects of the project. Service Excellence principles that 5THink put in place have been sustained, improved upon and are still working today.

< Return to Clients