Laboratory personnel within a hospital reported low morale and high turnover. Leadership was in question, and changes were needed. Using a Performance Consulting approach, interviews surfaced several themes including “process inconsistencies”, and a lack of sense of team.
We needed to improve communication: weekly team meetings were a great first step. Team members learned to appreciate and help each other succeed. During the “Lean” process, the most important development was transferring the responsibility of scheduling from a single person to the entire team. This allowed team members to redefine their roles in the laboratory as well as open a new line of communication between technical staff and management.
The atmosphere and demeanor of everyone has become more upbeat and cheerful, and the hospital is now able to fully staff the lab 24/7