What is organizational excellence?

Jack Chubb: February 17, 20110 Comments

Developing an excellent organization is essentially a task of “growing” an excellent culture –one that is focused on achieving greatness.

Community Regional leaders are committed to excellence –which fundamentally, is right where excellence starts –at the top!    A deep commitment to the organization’s mission and alignment with the desired values exists in our leadership, but excellence also depends on deep alignment of all staff.   Your commitment to quality work, to provide exceptional patient care, to be mindful of costs and process efficiencies, really does impact our bottom line in growth and how our patients view us.

If you read my last blog, you know that I’m proud of where we are and excited about where our organization is heading. I also mentioned we will be taking an aggressive approach to continue to move excellence to the next level –taking “good” to “great.” For that, we all need to see organizational change as a positive thing.

So, as we begin to further tackle challenges for change in our organization, I want to first focus on process and performance improvements. I feel it’s important to share with you that these improvements will directly impact our bottom line in profitability, productivity and customer satisfaction.  I’m talking about business improvements within our service lines which will radically change our culture and how we conduct our business through better, “leaner” processes.

By lean processes, I mean realigning our processes by analyzing what works, where there’s waste and readjusting to improve our performance and become more efficient.  We’re doing this through the Lean Six Sigma principles.  In a nutshell, here’s what it’s about:

  • Focus on the customer.
  • Identify and understand how the work gets done (the value stream).
  • Manage, improve and smooth the process flow.
  • Remove Non-Value-Added steps and waste.
  • Manage by fact and reduce variation.
  • Involve and equip the people in the process.
  • Undertake improvement activity in a systematic way.


I want to see this kind of cycle of continuous improvement ingrained into the culture of our organization. I have high hopes that this mindset will permeate our hospital (starting from leadership levels to our valued front-line staff). I expect us all to become aware of work that adds no value, of ineffective processes, and of poor performance so that we’re all empowered to take action to make the needed improvements.

Becoming “lean” is about getting the right results!  Doing what the customer needs, when it is needed, the right way, the first time, at the lowest possible cost.  Please embrace Community Regional’s Lean Six Sigma professionals as they begin to visit your departments, invite front-line staff to participate in identifying process issues, and undertake improvement activity in your business processes to get desired results.

The Clinical Laboratory department kicked off Community Regional’s first twelve-week Lean project on February 7 which will focus on systematic processes in the lab and finding ways to reduce expenses, while meeting or improving service levels in the emergency department.   I look forward to sharing their successes with you.