RM: At Philips, we use a lean methodology and structured approach to drive process improvement. The most important aspect regarding who drives process improvement is listening to the stakeholders who perform the work. One of the things that we do not do is come in with a set playbook of industry best practices — we know them and leverage them, but the reality is that what worked well at one facility may not work well at another facility. You need a program for each client that will fit their footprint, culture, and staff's tolerance for change, so it's really got to be somewhat customized.
Every facility is unique, by layout, staff makeup, number of people, etc., so our approach is that we come in, spend time understanding the current state, and then we look at data to get an idea about what the data says is going on. We interview stakeholders to find out what they think is going on and make observations in the department. We marry those visions together to determine the current state and then map out the journey to their desired outcome. We work closely with each client’s leadership team and staff to help the organization's employees implement and adjust to the change. Each program has different needs – from a single consultant onsite to a larger team of consultants and subject-matter experts.
One of the benefits of what we offer is a bandwidth boost – we deliver extra staff to get a focused project done in a specific period of time. We provide training and transitional support - then, once it is over, we're gone and they can go back to their improved operations. Of course, we have regular follow-up to support them long-term.