239
Roles and Responsibilities of
Managers and Supervisors
If you’re any good at all, you just know you can be better
—Lindsay Buckingham
Fleetwood Mac
SETTING THE STAGE: ROLE OF MANAGERS AND SUPERVISORS
Supervisors and managers (hereinafter referred to as management team) need to be actively engaged
in helping to develop the team charter, dene and clarify the scope of the Lean project, establish
metrics, and provide support and guidance throughout the Lean initiative.
The questions that need to be understood by mid-level management from the executive leaders
as they engage in the Lean initiative are:
Why was this department chosen?
How visible is the initiative within the organization?
Is this the rst Lean initiative? Note: The perception of being “targeted” for a Lean project
may be perceived negatively by a clinical area management team if not framed properly. If
other attempts have been made with Lean, what will be different to make this one succeed?
What is the problem, what needs to be improved, what are the deliverables, and what
would success look like?
What is the scope of the project?
What is the timeline of the project?
What is the role of the executive in the Lean initiative?
What is the executive’s perception/expectation of managers’ and supervisors’ roles and
responsibilities for the success of the initiative, especially if they have not been exposed to
previous Lean initiatives?
Are they receiving Lean consultant support (internal or external) and training? What is the
exit strategy for the dedicated resources?
What resources will need to be provided to the clinical area managers and supervisors?
Will the manager and supervisor be able to backll staff or other resources to be engaged
in the Lean initiatives?
How will the cost of backlling for the resources be accounted for? Many healthcare orga-
nizations are labor constrained and they do not, culturally, proactively accommodate for
Lean initiative resources. (Will it be budgeted negatively at the department level?)
Will the Lean initiative impact any bonuses?
What is the communication expectation between the managers, supervisors, and executive
related to the Lean initiative?
What is in it for them? The fear of the unknown may cause reluctance to participate.
How will the progress and results of the initiative be communicated throughout the
organization?
How will it be sustained? What metrics are in place to continuously monitor the results and
ongoing improvement?
9

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