Seizing opportunities for change at the operational level.
Purpose - This paper presents a method for handling everyday opportunities for improvement, led by floor staff in healthcare institutions. More than 400,000 incidents and accidents were recorded in Quebec healthcare institutions in 2013. The burden of treatment falls on hospital floor staff. The purpose of this paper is to raise the visibility of this problem and support staff better in their efforts to handle opportunities for improvement. Design/methodology/approach - Based on issues identified in the literature, which have been found to exist in various organizations, the method involved reviewing practices in the field, proposing a solution, and testing it to assess its relevance and limitations. The method was tested in partnership with the Centre Hospitalier de l'Université de Montréal, in the internal medicine unit at Hôtel-Dieu campus. The test lasted three months. Indicators from this test have been compared to results in the literature. Findings - The proposed method presents a 68 per cent increase in ideas generated per person and per week compared to the reference study. The mean time for closing actions was about 41 per cent better (lower) than in the reference case. Research limitations/implications - The test lasted 15 weeks; a longer test is needed to collect more data. Practical implications - The first practical implication of this study was the creation of a method allowing employees to seize opportunities for improvement in their daily work. The application of this method revealed: first, the operational nature of the proposal (empowerment of the work team); second, the operationalization of continuous improvement (71 per cent of ideas were finalized while the initiative was monitored); third, the smooth operation of the mechanism for facilitating continuous improvement (organization of weekly meetings and team participation in these meetings in 90 per cent of cases); and fourth, a shared feeling that intra- and inter-team communication had been strengthened. Originality/value - The main value of this paper is that it proposes a simple problem-solving process that gives employees an opportunity to improve their daily work. The originality of this paper resides in comparing results to a standard case and observing an improvement. This paper proposes a new problem-solving structure and tests it scientifically.
Department of Industrial Engineering, Polytechnique Montreal, Montreal, Canada.
Diana
D
Restrepo
Department of Industrial Engineering, Polytechnique Montreal, Montreal, Canada.
Julie
J
Charron-Latour
Department of Industrial Engineering, Polytechnique Montreal, Montreal, Canada.
Hugo
H
Pourmonet
Department of Industrial Engineering, Polytechnique Montreal, Montreal, Canada.
Samuel
S
Bassetto
D001291:Attitude of Health Personnel; D057189:Checklist; D003142:Communication; D006126:Group Processes; D006282:Health Personnel / Q000458:organization & administration*; D006801:Humans; D007318:Inservice Training; D008330:Management Audit / Q000458:organization & administration; D015279:Organizational Culture; D009936:Organizational Innovation; D011340:Problem Solving; D058996:Quality Improvement / Q000458:organization & administration*; D011792:Quebec; D017749:Total Quality Management / Q000458:organization & administration*
Continuous quality improvement; Employee involvement; Evidence-based practice; Organizational change