This document discusses improvements made to a hospital's customer life cycle. The hospital centralized scheduling, trained operators to be more friendly, and increased new patients by 20%. It also held weekly staff meetings, required hourly nurse rounds, created a unified culture across professions, and developed materials to educate patients to reduce anxiety and engage them in their care. These changes analyzed customer experiences before and after the improvements.
This document discusses improvements made to a hospital's customer life cycle. The hospital centralized scheduling, trained operators to be more friendly, and increased new patients by 20%. It also held weekly staff meetings, required hourly nurse rounds, created a unified culture across professions, and developed materials to educate patients to reduce anxiety and engage them in their care. These changes analyzed customer experiences before and after the improvements.
This document discusses improvements made to a hospital's customer life cycle. The hospital centralized scheduling, trained operators to be more friendly, and increased new patients by 20%. It also held weekly staff meetings, required hourly nurse rounds, created a unified culture across professions, and developed materials to educate patients to reduce anxiety and engage them in their care. These changes analyzed customer experiences before and after the improvements.
A more friendly Operators New patients increased by 20%
Managing the 360
Weekly Huddles Mandating Hourly Nurse Rounds Creating a Unified Culture Removing the lines of different professions Creation of Printed Materials and interactive videos for describing the hospital environment and procedures Reducing the anxiety Labor productivity Engaging patients
Transitioning into New Manufacturing Paradigm: To Succeed in the Customer Centric Business Environment—Agility, Speed and Responsiveness. “The Lean Manufacturing Enterprise”