Background: A healthcare facility seeking to set itself apart
The Lille Catholic Institute Hospital Group (GHICL) comprises several private, nonprofit healthcare facilities. Among them, Saint-Vincent-de-Paul Hospital sought to implement a participatory management approach, at the initiative of its Director, Gabriel Rochette de Lempdes.
This initiative stemmed from an observation: private, nonprofit institutions like those in the GHICL do not receive the same financial support as the public system, which limits their ability to increase salaries and thus reduces their appeal.
To attract and retain healthcare professionals, the hospital therefore needed to set itself apart by offering a fulfilling work environment where employees find meaning, pride, and joy in their work. Ultimately, the goal is also to improve the quality of care by drawing on the collective intelligence and commitment of the teams.
Customer need: rrestore meaning and improve the quality of care
The GHICL, and more specifically Saint-Vincent-de-Paul Hospital, wanted to make participatory management a cornerstone of its institutional strategy.
The goal was clear:
- Attract and retain talent by creating a stimulating and collaborative work environment.
- Break down departmental silos to promote cross-functional collaboration and innovation.
- Improve the quality of care by involving professionals more closely in process improvement.
To achieve this, it was necessary to set a clear course for all stakeholders (the patient, staff, the facility, partners, and the local community) by focusing on the "true North":
- A rational approach: defining monitoring indicators to measure progress.
- An emotional and cultural approach: identifying the shared values that brought the teams together.
Achievements: a Lean Healthcare approach rooted in the field
1.Strategic Framework and pilot services
In 2020, the initiative was officially launched with in-depth work carried out with the executive committee and senior management. The goal was to define the principles of Lean Healthcare (Lean adapted to a healthcare facility) by establishing a clear vision and shared values.
In a second phase, pilot departments (clinical and support) were guided through the implementation of visual management, problem-solving initiatives, and Lean tools (5S, standards, etc.). Half-day coaching sessions were organized to train healthcare professionals and support teams in Lean Healthcare methods.
2.Skill Development and empowerment
An ambitious training program has been implemented:
- White Belt training to raise awareness of the principles of Lean Healthcare among a broad audience.
- Green Belt training to develop internal representatives capable of leading improvement projects.
- Black Belt training for two in-house Lean Healthcare leads, along with coaching to oversee the rollout of the initiative, lead White Belt training sessions, and launch performance improvement projects.
3.Organization of Lean Healthcare Summit
In 2023, the GHICL organized the Lean Healthcare Summit in Lille, marking a key milestone in the initiative's self-sufficiency. The teams are now able to continue rolling out Lean Healthcare in new departments, train new staff in Lean methods, and independently lead performance improvement projects.
Since then, the Cubik Group has provided ad hoc support, primarily to strengthen skills through targeted training and to help structure the executive committee around an executive Obeya.
Results: aa human and operational transformation
The results achieved by the GHICL (specifically by Saint-Vincent-de-Paul Hospital) are noteworthy:
- A 44% decrease in turnover among staff who have been on the job for more than two years, with a very low vacancy rate (0 doctors and nursing assistants; 3% for registered nurses).
- A 12% increase in the time nurses and pediatric nurses spend with patients.
- 70% of services have been rolled out, and more than 550 people have completed White Belt training in healthcare.
- Concrete performance initiatives:
- Patient Experience in the Oncology Day Hospital: Increased revenue and patient satisfaction, along with a reduction in nurses' overtime and treatment time.
- Replacement Management: 40% reduction in the use of temporary workers.
The success of this initiative depends on adapting Lean methods to the specific context of healthcare facilities and on our team's in-depth understanding of the sector's challenges, through a people-centered approach.
KPIs & Evidence
