The Way It's Always Been

The Problem

Progress West didn't so much have a problem but an opportunity. By opening a new hospital, executives were able to create a culturea nd atmosphere that would best serve patientsa nd staff alike. They didn't have to contend with the 'well this is the way it's always been done' excuse. All processes were designed with a aptient- and family-centered approach and employees were hired to fit in a service-oriented culture. ED patient efore before being seen, 40 percent of these had waited more than hour hours. The hospital was losing about $7 million in revenue annually as a result.

The Solution

Opening a new hospital gave senior leaders the ability to install a service-oriented culture fromt he beginning. 'We knew from the start that the only way to truly differentiate ourselves was through teamwork adn customer service,' says Janet Nystrom, manager of human resources and organizational development.

Senior leaders decided on four service priorityes that all Progress West employees comit to--safety, courtesy, expertise and efficiency. Additionally senior leaders were able to take the latest proven innovation in hospital process design and incorporate them into everyday life. For Progress West, this meant designing processes around patients and families.