Format:
PDF
Size:
18 pages; 8.5" x 11"
Intended audience:
Labor, management and physician sponsors who support unit-based teams
Best used:
This interactive handbook provides the fundamentals for sponsors to successfully work in partnership.
Use these toolkit materials to communicate about jointly approved 2024 Alliance PSP goals and help frontline teams understand how they contribute to the success of Kaiser Permanente.
Resources include:
How to use these materials:
Format:
PDF
Size:
8.5" x 11" (2 pages)
Intended audience:
Unit-based team members, co-leads and consultants
Best used:
Guide team members to add inclusion and equity to their SMART goals when pursuing performance improvement projects. This editable worksheet is part of the UBT Health Equity Toolkit.
We're adding inclusion and equity to make SMART goals even smarter.
If one word inspires dread in the Optical Lab Surface department, it is “swirl.”
The Northwest team helps make eyeglasses for Kaiser Permanente members. Their work is sometimes complicated by swirls – circular scratches on the lenses that can occur during the production process.
In 2022, the team - based at Kaiser Permanente Sunnyside Medical Center outside Portland - grappled with a mysterious increase of swirls.
“Normally, we will get about one swirl per day that we can’t polish out,” says Rodney Edwards, department supervisor and the team’s management co-lead. “But suddenly we were seeing 12 or 13 per day. We knew we were dealing with something very strange.”
When extra polishing can't remove a swirl, the team must fashion a new set of lenses. This raises costs and slows production, delaying delivery of eyeglasses to KP members.
By conducting a painstaking review of its processes, the team uncovered the cause of the swirl surge and improved care and service.
When everyone participates in performance improvement, the better the results and the stronger the work environment. Collaborating on performance improvement also advances a culture at KP in which continuous learning and improvement come naturally.
Finding the source of the swirls was not easy. The Level 4 team prepares about 700 eyeglass lenses each day.
“It’s tough for us to troubleshoot these things," says Dustin Rushing, an optical lab technician and OFNHP Local 5017 member, who is the team's labor co-lead. "We’re operating at such a high volume we can’t really stop the presses."
To identify the problem, the team performed multiple tests of change.
Team members analyzed vats of liquid lens polish. They improvised new polish filtration devices. They scrutinized surfacing procedures and the calibrations of each piece of machinery. The tests and tweaks occurred while the team tried to keep up with high demand for eyeglasses.
Weeks of testing uncovered the problem: wear and tear on machinery was leaving metal shavings in liquid used to polish new lenses. The solution? Modifying worker procedures and intensifying maintenance and replacement of machine parts.
As a result, the team saw a 94% reduction in swirls during the first 4 months of 2023. That success continues. The team reduced monthly costs to replace damaged lenses, from $525 to $31, for a projected annual savings of $6,000.
While the cost savings may seem small, it illustrates the impact of unit-based teams. Enterprisewide, more than 3,600 teams contribute to KP’s national leadership in measures of affordability, quality, service, and care.
The project earned the optical lab team a UBT Excellence Award from regional leaders.
“The biggest reason for this project’s success was the openness and communication between us all,” Edwards says. “That really opened up some doors for us as a team.”
Format:
PDF
Size:
18 pages
Intended audience:
Unit-based teams with Alliance-represented workers and those who support their work, including managers, team co-leads, and sponsors
Best used: Share this interactive companion guide with your UBT so team members can familiarize themselves with what's expected at each level of team development.
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Celebrate 25 years of the Labor Management Partnership by listening to the people who work in partnership. Tandua Washington, MD, explains how incorporating equity, inclusion and diversity into the Partnership will make it better over the next 25 years.
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Celebrate 25 years of the Labor Management Partnership by listening to the people who work in partnership. Mariela Garcia-Gooch, a manager in Northern California, knows building trust and mutual respect will make the Partnership stronger.
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Celebrate 25 years of the Labor Management Partnership by listening to the people who work in partnership. Joshua Holt, RN, a member of OFNHP, explains how Partnership ensures the voices of frontline workers are incorporated into solving problems.
Hear from Heddy Steinman, who believes we need to be teaching about LMP at our medical school.
Celebrate 25 years of the Labor Management Partnership by listening to the people who work in partnership. Heddy Steinman believes the LMP is such an important part of Kaiser Permanente that it should be taught about at our medical school.
