Team members complete leadership training

Thirteen team members recently completed the Cornerstone Leadership program. Graduates 2265CornerstoneGroup310x153 of the on-line leadership training program are, from left, Ann Spradley, RN, MSN; Beverly Jackson, PCA; Virginia Thomas, BSN; Claudia Tucker, MSN; Kathy Hester, RNC, BSN; Jack Scobie, Planning & Development; Felisha Davis, RN, MSC; Mitzi Trawick, RN, BSN; Trusha Reeves, secretary; Amy Patterson, RN, MSN; Lana Moseley, BNS; and Lue Williams, Nursing Resources. Not pictured is Debora Guice, RN, BSN.

Nurses receive Paragon training

My An Pham, RN (left) and Flora Freeman, RN received training on the Paragon 0462ParagonTrainingTnDClassroom310x153 software recently in the Training & Development classroom. The go-live date of March 31 is 0ve weeks away. Training continues throughout the Medical Center.

Operational Effectiveness welcomes team members

Promoting and encouraging continuous improvement within SAMC is the aim of the 9882LEANBenAndMolly310x153 Department of Operational Effectiveness. The main focus of the department is to provide more value to those we serve. By encouraging staff to work together, SAMC can reduce waste, streamline processes, improve quality, increase morale, and support a healthy culture.

Department activities throughout the hospital include LEAN education and training, supporting LEAN efforts, and facilitating improvement events. In January, the department welcomed two new teammates.

Molly Thorvilson is originally from Seattle, Washington. She recently graduated from Auburn University with a degree in Health Service Administration with a minor in business and a minor in psychology.

Ben Tankersley is originally from the Dothan area. He graduated from Auburn University with a degree in Business Administration. More recently, he achieved an MBA from Troy University.

Thorvilson and Tankersley work with departments before, during and after improvement events to help support the teams and quantify the benefits.

Capturing the value of these improvements is vital to communicating the saved time, reduced steps, improved finances, and increased employee satisfaction to the rest of the organization.

Currently, SAMC has 125 LEAN Champions and is continuously developing more. These champions are challenged with improving the organization from all angles. The Operational Effectiveness team supports their efforts and celebrates progress.

SAMC have staff contributed 557 LEAN initiatives since project tracking began 2 years ago.