HOW TO STAFF FOR MAXIMUM PRODUCTIVITY

HOW TO STAFF FOR MAXIMUM PRODUCTIVITY
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Achieving maximum productivity through strategic staffing practices is crucial for organizational success. In this insightful book, Laurie Schachtner, a seasoned professional with diverse expertise, provides valuable guidance on optimizing staffing strategies to enhance productivity and drive success. Drawing from her experience and qualifications, she offers practical advice and actionable insights that can empower businesses to build high-performing teams and improve overall performance.

  • Staffing Strategies
  • Productivity Optimization
  • Laurie Schachtner
  • Workforce Management
  • Business Success
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  1. HOW TO STAFF FOR MAXIMUM PRODUCTIVITY Laurie Schachtner PhD, MBA, CRA, FACHE RT (R)(M) 1

  2. OBJECTIVES 1. 2. 3. 4. 5. 6. Importance of productivity and staffing History of Imaging productivity How digital imaging has affected our productivity An example of how to apply a 6% staffing reduction to ultrasound An example of how to apply a 4% staffing reduction to CT The importance for effective communication as a productivity plan is put into implementation. 2

  3. 1. THE IMPORTANCEOFPRODUCTIVITYANDSTAFFING Medical Imaging Administrator asked what are the top 3 issues: 1. Identifying opportunities to reduce total cost of care (improve diagnoses, reduce length of stay). 2. Standardizing system-wide imaging operations 3. Measuring & benchmarking technologist productivity Adv Board : Nov. 2015 As hospital and health system consolidation continues, systems are seeking to improve quality and consistency while controlling costs. Measuring modality/service line productivity and benchmarking productivity as a means to meet the system s goals. 3

  4. DOESNTITSEEMLIKETHISISWHATWEAREFEELING WITH HEALTHCARENOW? 4

  5. 2. HISTORYOF IMAGINGPRODUCTIVITY 5

  6. 2. HISTORYOF IMAGINGPRODUCTIVITY http://www.xraycopyservice.com/chris/Website%20Pictures/FileroomCompare1.jpg 6

  7. How many of us learned about what works or doesnt as an Imaging leader this method ? 7

  8. 3. HOW DIGITAL IMAGINGHASAFFECTEDOUR PRODUCTIVITY No wet processors films to print. Remember: Pull patient s previous, go wait in line to have Rad read- bring films back to ED/ICU ? What has happened with our Darkroom/Fileroom staff? Remember when we required a fleet for MI Support? What are they doing now with our MI support productivity stat? If General Radiology is not performed by Direct-Digital-Detection the following Medicare reimbursement reductions will occur if images are performed via: If FILM: 20% reduction as of January 1, 2017 If Computed Radiography (CR): 7 % reduction as of January 1, 2018 and 8 10% reduction as of January 1, 2023. How will DR affect our productivity statistic in 2017, 2018?

  9. THE ASSOCIATIONFOR MEDICAL IMAGING MANAGEMENT (AHRA) 2014 STAFF UTILIZATION SURVEY (N=270) [71% WEREHOSPITAL BASED IP/OP] THISDATAWASBASEDONTHEIR 2013 INFORMATION 9

  10. AHRA PRODUCTIVITYVS. HOWMY MED IMAGING (MI) AREASWERE: Data provided from 2013 Procedures per 1 FTE 75%- AHRA Avg. Avg. Procedures per 1 FTE 25%- AHRA My Facility Delta Rad 3,784 1,988 or .955/hr. or 57.3 min. .6719 or 40.31 min. 17 min. or 29% short CT 2,876 1,629 or .783/hr. or 47 min. .6578 or 39.46 min. 7.5 min. or 16% short Ultrasound/Vascular 2,146 1,295 or .622/hr. or 37.32 min. .9214 or 55.28 min. 18 min. or 29% above rate Nuc Med 973 468 or 2.25 hrs./scan or 135 min. or 2hrs. 15 min. 2.27 or Say what??!!! 2 hrs.16 min. Now as of April 1- it has been cut down to 1.42 MRI 1,582 976 or .469/hr. or 28.1 min. 1.4091 or 1 hr. 24 min. Mammography 2,943 1,328 or .638 or 38 min. .7538 or 45.22 min. 7 min. or 16% above rate 10 March 26, 2016

  11. HEY, I KEEPTRACKOFTHISSTUFFYEAR-TO-YEAR Premier 2016 40% 2013 25% 2014 Premier 2015 0.6680 0.69 0.65 0.672 Radiology 0.3190 0.20 0.24 0.237 Img. Support 0.7310 0.74 0.65 0.658 CT Scan 0.8790 0.91 0.76 0.754 Breast Img 0.9220 0.97 0.93 0.921 Vasc Lab 1.4430 1.42 1.47 1.409 MRI 2.0580 2.15 2.15 1.420 Nuc Med Premier took data from June 1, 2014 through May 13, 2014 11

  12. Procutivity Targets 2013-2016 2.15 2.200 2.15 2.05 2.000 1.800 1.600 2013 1.47 1.44 1.420 1.42 1.40 1.400 2014 1.200 Premier 2015 0.97 Premier 2016 1.000 0.93 0.92 0.92 0.91 0.879 0.74 0.76 0.754 0.800 0.731 0.69 0.672 0.65 0.65 0.658 0.668 0.600 0.400 0.319 0.237 0.24 0.20 0.200 12 0.000 Radiology Img. Support CT Scan Breast Img Vasc Lab MRI Nuc Med

  13. 4. ANEXAMPLEOFHOWTOAPPLYA 6% STAFFINGREDUCTIONTO ULTRASOUND My productivity stat is .9214 [.9214 x 60 = 55.28 min] per procedure. 13

  14. ULTRASOUND VOLUMES/HOUR 2016 7AM 8AM 9AM 10AM 11AM Noon 1PM 2PM 3PM 4PM 5PM 6PM 7PM 8PM 1/10/2016 to to 2/6/2016 avg 2 S 10 0 0 0 0 1 2 1 0 0 0 1 1 0 0.57 M 11 0 3 7 2 5 1 5 2 1 3 1 0 0 2 2.29 T 12 1 2 2 3 3 1 3 3 2 4 0 0 0 0 1.71 wed 13 3 5 2 0 3 3 7 5 3 3 0 1 2 1 2.71 Th 14 1 3 4 4 2 0 2 2 1 2 0 1 2 0 1.71 F 15 0 1 2 2 4 3 8 1 3 3 2 1 1 0 2.21 S 16 0 3 1 1 2 0 3 1 0 0 0 0 0 0 0.79 S 17 0 0 0 0 0 1 1 1 2 0 0 1 3 3 0.86 M 18 1 2 1 1 0 3 1 5 2 4 3 2 0 0 1.79 T 19 1 3 3 5 3 2 3 4 2 0 1 0 1 4 2.29 wed 20 1 3 2 4 3 2 4 7 4 3 0 0 1 4 2.71 Th 21 2 4 3 4 1 2 4 2 2 2 0 1 0 0 1.93 F 22 1 4 3 2 1 0 4 3 2 2 1 1 2 1 1.93 S 23 1 3 0 1 1 3 1 2 1 0 0 0 0 0 0.93 S 24 0 0 0 0 2 2 0 0 1 0 0 0 0 0 0.36 M 25 3 2 1 6 2 2 3 1 0 0 0 0 0 0 1.43 T 26 1 3 1 2 3 4 1 3 1 1 2 1 0 0 1.64 wed 27 3 1 3 4 1 1 1 5 6 1 0 2 3 1 2.29 Th 28 0 3 5 5 3 0 4 3 2 0 1 0 0 4 2.14 F 29 1 1 2 2 6 2 2 2 0 2 1 0 1 0 1.57 S 30 0 1 1 2 0 0 1 3 1 4 1 0 0 0 1.00 S 31 0 0 0 0 1 3 1 4 1 0 0 0 0 0 0.71 M 1 1 3 4 1 3 3 1 4 0 0 1 2 2 0 1.79 T 2 0 2 4 2 5 4 6 2 5 0 0 0 0 0 2.14 wed 3 2 3 4 3 5 2 4 2 1 1 1 0 1 0 2.07 Th 4 2 1 6 1 2 0 2 1 2 1 2 1 0 0 1.50 14 F 5 1 2 4 2 2 2 3 2 2 1 1 0 0 0 1.57 S 6 1 0 2 1 0 0 3 1 0 0 0 0 0 0 0.57 0.96 2.07 2.39 2.14 2.32 1.68 2.86 2.57 1.68 1.32 0.64 0.54 0.71 0.71

  15. ULTRASOUND TECHS SHIFTS Staffing people per Hour 6AM 7AM 8AM 9AM 10AM 11AM Noon 1PM 2PM 3PM 4PM 5PM 6PM 7PM 8PM 9PM M 0.5 1.5 2 2.5 2.5 3.5 3.5 3.5 3.5 2 2 1.5 1 1 1 1 T 0.5 1.5 2 2 2 2 2 2.5 2.5 2 2 1.5 1 1 1 1 wed 1 2 2.5 3 3 3 4 4 3 3 2 1 1 1 1 1 Th 1 2.5 3 3 3 3 4 4 3 3 2 1 1 1 1 1 F 0.5 1.5 2 2 2 2 3 3 2 2 2 1 1 1 1 1 SAT 0.5 1 1 1 1 1 1 1 1 SUN 0.5 1 1 1 1 Amt of Tech/HR vasc L vasc L M T W TH FR SAT SUN shifts 6:30-3 6:30-2 6:30-2 6:30-2 6:30-2 7-3:30 11--3 7:30-5 7:30-5 6:45-4 6:45-4 7:30-5 12--9 12:30-9 8:30--5 7:30-5 12--9 Every other 9-2 every 12--9 12--9 other Mon 15

  16. MONDAY AVERAGE SCANS & TECHS Mon 7AM 8AM 9AM 10AM 11AM Noon 1PM 2PM 3PM 4PM 5PM 6PM 7PM 1.25 2.5 3.25 2.5 2.5 2.25 2.5 3 0.75 1.75 1.25 1 0.5 Avg Proc Tech /Hr 1.5 2 2.5 2.5 3.5 3.5 3.5 3.5 2 2 1.5 1 1 0.83 1.25 1.30 1 0.71 0.64 0.71 0.86 0.38 0.87 0.83 1 0.5 16

  17. Monday U/S Procedures/Hr/Tech Series1 1.40 1.30 1.25 1.20 1.00 1.00 1.00 0.88 0.86 0.83 0.83 0.80 0.71 0.71 0.64 0.60 0.50 0.38 0.40 0.20 0.00 7AM 8AM 9AM 10AM 11AM Noon 1PM 2PM 3PM 4PM 5PM 6PM 7PM 17

  18. DOTHISFOREACH WEEKDAY Tues 7AM 8AM 9AM 10AM 11AM Noon 1PM 2PM 3PM 4PM 5PM 6PM 7PM 0.75 2.5 2.5 3 3.5 2.75 3.25 3 2.5 1.25 0.75 0.25 0.25 Avg Proc tech /Hr 1.5 2 2 2 2 2 2.5 2.5 2 2 1.5 1 1 0.50 1.25 1.25 1.5 1.75 1.375 1.30 1.20 1.25 0.625 0.50 0.25 0.25 7AM 8AM 9AM 10AM 11AM Noon 1PM 2PM 3PM 4PM 5PM 6PM 7PM 0.50 1.25 1.25 1.50 1.75 1.38 1.30 1.20 1.25 0.63 0.50 0.25 0.25 18

  19. Tuesday U/S Procedures/Hr/Tech Series1 2.00 1.75 1.80 1.60 1.50 1.38 1.40 1.30 1.25 1.25 1.25 1.20 1.20 1.00 0.80 0.63 0.60 0.50 0.50 0.40 0.25 0.25 0.20 0.00 7AM 8AM 9AM 10AM 11AM Noon 1PM 2PM 3PM 4PM 5PM 6PM 7PM 19

  20. Wednesday U/S Scans/tech/Hour Series1 2.00 1.75 1.80 1.58 1.60 1.40 1.20 1.17 1.20 1.13 1.00 1.00 1.00 1.00 0.92 0.92 0.75 0.80 0.60 0.50 0.40 0.25 0.20 0.00 7AM 8AM 9AM 10AM 11AM Noon 1PM 2PM 3PM 4PM 5PM 6PM 7PM 20

  21. Thursday U/S Scans/tech/Hour Series1 1.60 1.50 1.40 1.17 1.20 1.00 0.92 0.80 0.75 0.75 0.75 0.67 0.67 0.63 0.58 0.60 0.50 0.50 0.40 0.20 0.13 0.00 7AM 8AM 9AM 10AM 11AM Noon 1PM 2PM 3PM 4PM 5PM 6PM 7PM 21

  22. Friday U/S Procedures/Hr/Tech Series1 1.80 1.63 1.60 1.42 1.38 1.40 1.25 1.20 1.00 1.00 1.00 1.00 1.00 1.00 0.88 0.80 0.58 0.60 0.50 0.50 0.40 0.20 0.00 7AM 8AM 9AM 10AM 11AM Noon 1PM 2PM 3PM 4PM 5PM 6PM 7PM 22

  23. THEN SUMMARIZEALL WEEKDAYSOYOUCAN VISUALIZEVARIANCES Summary of Daily Volumes/Tech/Hr 7AM 8AM 9AM 10AM 11AM Noon 1PM 2PM 3PM 4PM 5PM 6PM 7PM Mon 0.83 1.25 1.30 1.00 0.71 0.64 0.71 0.86 0.38 0.88 0.83 1.00 0.50 Tues 0.5 1.25 1.25 1.5 1.75 1.38 1.3 1.2 1.25 0.625 0.5 0.25 0.25 Wed 1.13 1.20 0.92 0.92 1.00 0.5 1 1.58 1.17 1.00 0.25 0.75 1.75 Thurs 0.50 0.92 1.50 1.17 0.67 0.13 0.75 0.67 0.58 0.63 0.75 0.75 0.50 Fri 0.5 1 1.38 1 1.63 0.58 1.42 1 0.88 1 1.25 0.5 1 23

  24. Summary Weekday U/S Scans/Tech/Hr 2.00 Mon 1.80 Tues 1.60 Wed Thurs 1.40 Fri 1.20 Axis Title 1.00 0.80 0.60 0.40 0.20 0.00 7AM 8AM 9AM 10AM 11AM Noon 1PM 2PM 3PM 4PM 5PM 6PM 7PM 24

  25. 4. ANEXAMPLEOFHOWTOAPPLYA 6% STAFFINGREDUCTIONTO ULTRASOUND My productivity stat is .9214 [.9214 x 60 = 55.28 min] per procedure. Adjust shifts for mid day issue: Wednesday: 6:30AM- 2PM person leave at Noon 2 hrs. Noon 9PM person come in at 2PM saves 2 hrs. Thursday: 6AM 3pm person leaves at Noon 3 hrs. Noon- 9PM person- come in at 1PM-9PM saves 1 hr. 25 Net = 8 hrs./week

  26. 4. ANEXAMPLEOFHOWTOAPPLYA 6% STAFFINGREDUCTIONTO ULTRASOUND Adjust shifts for early AM issue: Tuesday: 7:30AM- 5PM person come in at 8AM .50 hr. Thursday: 6:45AM 4pm person comes in at 8AM 1.25 hr. Friday: 7:30AM 5pm person come in at 8AM .50 hr. 26 Net= 2.25 hr. /week

  27. 4. ANEXAMPLEOFHOWTOAPPLYA 6% STAFFINGREDUCTIONTO ULTRASOUND STAFFEDHOURS Net total: 10.25 hrs. week is a .25 FTE Worked FTE s in March was: 3.94 FTE s 3.74 was budgeted This will get me back in line where I need to be. 27

  28. HASTECHNOLOGYMADEOURTEAMSMORE PRODUCTIVE? 28

  29. PRODUCTIVITY: I THINKTHECFOSTHINKWECANACTUALLYDO SOMETHINGLIKETHISWITH 2 MRI PATIENTS- ANDWEAREJUST HOLDINGOUTONIMPLEMENTINGIT RIGHT? 29

  30. 5. ANEXAMPLEOFHOWTOAPPLYA 4% STAFFINGREDUCTIONTO CT My productivity stat is .6578 [. 6578 x 60 = min] 39.47 min. per procedure 30

  31. CT VOLUMESPERHOUR : STEP 1 CT Patient volume analysis from 2016 Jan/FEB 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 1 2 3 4 5 6 midnight 1AM 2AM 3AM 4AM 5AM 6am 7AM 8AM 9AM 10AM 11AM Noon 1PM 2PM 3PM 4PM 5PM 6PM 7PM 8PM 9PM 10PM 11PM avg 1.08 2.12 2.92 2.40 2.48 2.84 2.28 1.04 3.08 2.72 3.68 2.76 2.96 2.24 1.80 3.32 3.36 3.32 3.20 4.04 2.36 2.20 2.16 1.92 1.84 1.76 2.24 2.20 #REF! S M T 0 0 3 0 0 1 0 0 0 0 0 0 0 0 0 1 3 0 0 0 0 0 0 0 0 0 0 3 0 0 0 0 0 0 0 2 0 0 0 2 1 0 0 0 0 0 0 0 0 3 0 0 0 0 0 0 0 0 0 1 0 0 0 0 2 0 0 2 0 0 1 0 2 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 1 0 0 0 3 0 0 0 0 2 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 0 0 0 0 0 0 0 1 0 0 0 0 0 0 0 2 3 0 0 2 0 0 0 0 1 0 0 1 4 0 0 3 0 0 1 0 0 0 0 0 0 0 0 0 0 0 2 0 0 1 0 0 0 0 0 0 0 2 0 1 0 0 0 3 1 0 1 0 0 1 6 0 0 2 3 0 1 0 1 0 4 1 0 2 3 1 0 1 0 3 2 1 2 2 2 0 0 0 1 0 0 0 2 2 0 0 3 0 1 2 0 5 2 3 1 2 5 0 1 4 1 0 4 4 1 2 8 2 0 6 1 4 3 2 4 2 1 2 4 0 3 6 1 1 0 5 1 0 3 0 5 5 9 7 9 0 2 7 4 0 0 0 1 0 2 3 3 4 4 4 0 5 3 0 2 5 3 0 6 4 3 2 7 0 3 2 1 3 1 5 0 0 3 2 8 4 7 1 3 3 6 3 0 0 5 7 1 7 3 4 3 6 0 0 9 5 6 4 6 5 5 7 8 7 7 6 2 3 4 7 8 5 4 5 0 2 9 4 3 6 5 0 6 2 4 6 6 8 1 4 3 4 3 3 4 0 2 4 2 7 8 6 0 1 9 1 5 0 2 0 6 8 4 7 1 2 1 6 6 3 6 0 2 0 1 1 2 2 4 4 0 2 0 3 4 0 0 4 2 1 4 3 8 5 4 1 0 0 4 0 3 5 3 2 4 3 2 4 5 0 0 4 0 2 2 4 0 0 0 3 4 0 2 2 0 1 1 1 2 6 2 2 0 2 0 1 3 1 2 2 1 5 5 0 0 0 0 0 4 2 4 0 0 4 3 0 0 0 0 0 6 3 0 2 2 5 1 0 4 4 2 0 6 0 0 0 8 3 0 2 0 0 0 3 2 0 5 1 4 0 0 1 1 3 2 4 2 5 1 0 0 0 2 2 0 0 0 0 3 1 2 4 0 4 0 1 3 1 0 0 4 0 0 4 2 1 0 0 2 0 2 2 2 1 0 0 0 1 2 3 3 3 0 0 0 3 0 2 4 1 2 0 0 0 0 4 1 0 0 3 2 0 3 0 2 2 0 1 5 2 0 0 1 1 1 2 1 2 11 2 4 0 3 2 5 2 3 1 3 0 2 2 2 5 4 2 1 2 2 2 2 2 0 1 2.39 wed Th F S S M T wed Th F S S M T wed Th F S S M T wed Th F S 11 3 2 5 4 6 5 5 2 2 0 4 7 3 5 2 2 5 2 6 6 5 4 4.04 10 3 3 1 2 9 5 5 2 5 4 0 4 4 9 1 2 5 3.89 0.39 0.29 0.29 0.25 0.32 0.46 0.79 1.14 2.43 2.79 2.68 4.89 4.00 3.00 2.64 1.61 1.79 1.79 1.46 1.36 1.25 31

  32. AMOUNTOF CT TECHSPER HOUR: STEP 2 Staffing people per Hour 6AM 7AM 8AM 9AM 10AM 11AM Noon 1PM 2PM 3PM 4PM 5PM 6PM 7PM 8PM 9PM M 1.5 1 2 2 2 2 2 2 2 2 2 2 2 1 1 1 T 1.5 1 2 2 2 2 2 2 2 2 2 2 2 1 1 1 wed 1.5 1 2 2 2 2 2 2 2 2 2 2 2 1 1 1 Th 1.5 1 2 2 2 2 2 2 2 2 2 2 2 1 1 1 F 1.5 1 2 2 2 2 2 2 2 2 2 2 2 1 1 1 S 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 S 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 32

  33. CT AVG. CT SCANS/ HOURPER DAYOF WEEK: STEP 3 AVG CT procedures 24 hr. Jan/Feb Dec. 2016 3.5 3.02 3 2.81 2.73 2.67 2.55 2.5 2.27 2 1.53 1.5 1 0.5 0 MON TUES WED THURS FRI SAT SUN 33 AVG SCANS/HR

  34. CT. AVG. SCANS /HR./TECH 7 DAYS/WEEK: STEP 4 CT Avg. Scans/HR/Tech 7-Day 6AM-10PM 3.0 2.4 2.5 2.0 2.0 1.9 2.0 1.8 1.8 1.5 1.5 1.5 1.4 1.4 1.3 1.3 1.3 1.2 1.2 1.1 1.0 0.8 0.5 0.5 0.0 6AM 7AM 8AM 9AM 10AM11AM noon 1PM 2PM 3PM 4PM 5PM 6PM 7PM 8PM 9PM 10PM11PM 34 1.5 1 2 2 2 2 2 2 2 2 2 2 2 1 1 1 1 1 AVG Scan/HR/TEch

  35. CT AVG. SCANS/HR./TECH MON-FRI 8AM-5PM CT Avg. Scans/HR/Tech MON-FRI 8AM-5PM 3.5 2.9 3.0 2.4 2.5 2.3 2.2 2.0 1.8 1.6 1.6 1.6 1.4 1.4 1.5 1.0 1.0 0.5 0.0 8AM 9AM 10AM 11AM noon 1PM 2PM 3PM 4PM 5PM 6PM 2 2 2 2 2 2 2 2 2 2 2 35 Series1

  36. CT AVG. SCANS/HR./TECH MON-FRI 8AM-5PM CT SCANS AVG/Hr Sat & Sunday JAN/FEB '16 7.0 Is this safe? 6.0 5.0 4.0 SAT 3.0 SUN 2.0 1.0 0.0 7AM 8AM 9AM 10AM 11AM Noon 1PM 2PM 3PM 4PM 5PM 6PM 7PM 8PM 9PM 10PM 11PM 36 Are these some OP slots that we can change?

  37. 5. ANEXAMPLEOFHOWTOAPPLYA 4% STAFFING REDUCTIONTO CT STAFFING Adjust shifts for early AM early PM : Monday Friday 8AM 9AM and 6PM-7PM: Have 8am- 7pm person work 9am-6pm Net Total: 2 hrs/day x 5 days = 10 hrs./week = .25FTE. Worked FTE s in March was: 5.70 FTE s 5.45 was where productivity was ideal 37

  38. INVITATION? Subject: FW: Anita, join us to learn about imaging's biggest challenges in 2016 Regional Strategy and Growth Officer From: [mailto:research@advisory.com] Sent: Monday, February 22, 2016 12:36 PM Subject: Anita, join us to learn about imaging's biggest challenges in 2016 Imaging in 2016: What We're Up Against Tuesday, Feb. 23 at 3 p.m. ET Why you should attend: Imaging service lines are facing many challenges, including slow volume growth, new reimbursement cuts, and rising price scrutiny. Learn what key topics imaging leaders need to follow to succeed in 2016 and get a sneak peek of our national meeting research agenda. The Advisory Board Company 38

  39. 6. THEIMPORTANCEFOREFFECTIVECOMMUNICATION ASAPRODUCTIVITYPLANISPUTINTOIMPLEMENTATION. 1. Share the big picture goal of the System s need to manage and reduce expenses to remain viable. 2. Ensure your departments that it isn t just their departments working on these initiatives. 3. Communicate, involve and garner their insight as to where you believe, see, the waste within the departments and find out from them where they feel the waste or unproductivity hold-ups occur within the departments. Ask them: If this were a business you were running and you were losing $, what would you do to improve it? 39

  40. 6. THEIMPORTANCEFOREFFECTIVECOMMUNICATION ASAPRODUCTIVITYPLANISPUTINTOIMPLEMENTATION. 4. Invite them to directly participate within process flow sessions, so they can be an active part of the solution. They will have the better lens for seeing & knowing of the opportunities. 5. Keep the team informed and up to date throughout the process so they will continue to share ideas and valuable information and so they can be an ongoing active part of the improvements. This helps reduce the fear of the unknown - which helps keep everyone engaged. 40

  41. ASAHEALTHCARELEADER, SOMEDAYS I FEELLIKETHIS: 41

  42. DOESNTITSEEMLIKEOUR MEETINGSLOOKLIKETHIS LATELY? DOESTHISFOSTERCOMMUNICATION? DIALOGUE? 42

  43. THELIFEOFA HEALTHCARELEADER: 43

  44. ASAN IMAGING LEADER.. It is not the strongest of the species that survives, not the most intelligent that survives. It is the one that is most adaptable to change. Charles Darwin 44

  45. ANY QUESTIONSOR COMMENTS? 45

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