Building agreement is a critical leadership function. This table suggests techniques you can use when you are facilitating a meeting with your co-leads or UBT and want to create an agreement.
A list of steps for UBT sponsors to follow when getting started in their roles.
For sponsors and leaders, this table summarizes factors that are essential for successful UBTs.
This chart defines division of labor between management and leadership, from the beginning through the outcome of projects and changes.
The folks at the Denver Regional Pharmacy found their unit-based team to be a major improvement over the steering committee it replaced.
Team members found the committee to be unwieldy, and felt it largely bred distrust and miscommunication between union and management.
So, they regrouped.
A major problem they had encountered was the time pharmacy technicians wasted researching prescriptions that weren’t properly "batched." Often missing was the required electronic stamp from a pharmacist that tracks and closes the prescription.
Technicians spent roughly 1-4 hours a day per pharmacy tracking down misbatched prescriptions. The team aimed to cut that time by 50 percent.
"The biggest thing is if you view your situation as a failure you'll never succeed," management co-lead Luanne Petricich says. "When something is not working that's where your opportunity is. Don't be afraid to change something if it's not working."
The team modified the way pharmacists attached their electronic signature. That saved technicians hours of research time and freed them to spend more time with patients. Almost immediately the team saw a drop in the number of prescriptions that needed to be researched.
In the two pharmacies where the team instituted new batching practices, they saw a 75 percent drop in the number of prescriptions requiring research. The new protocol was introduced to 20 pharmacies in the region, and 70 percent of those saw similar gains.
This collaborative effort produced positive results as their projects improved customer service and affordability. The new UBT also gained some hard-earned trust.
Since that success, the regional team has become a model and a sponsor for smaller, pharmacy-specific UBTs launched in the region.
"I like the focus on efficiencies and waste because it ends up translating to a better work environment for employees," Petricich says. "Especially with this project, we found the technicians were doing redundant work that did not provide job satisfaction. So taking that away allowed for more time with patients, which is what many would rather be doing."
Regional Pharmacy UBT in Colorado uses PDSA to improve 'batching' procedure.
A unit-based team is a group of frontline employees, managers, physicians and dentists whose work brings them together naturally and who collaborate with one another to improve member and patient care. They are accountable for the performance of their unit and determine the methods and metrics of their performance improvement projects. Those projects line up with the region’s business strategy and with one or more of the points of the Value Compass: best quality, best service, most affordable and best place to work. Team members should always keep their efforts focused on what is best for the patient and the member.
Unit-based teams exist in every department where there is at least one worker who’s represented by the Alliance of Health Care Unions or the Coalition of Kaiser Permanente Unions.
UBTs work on improvement projects related to the four points of the Value Compass: quality, service, affordability and best place to work. They are always geared to creating a topnotch experience for Kaiser Permanente members and patients. Many projects focus on affordability, workplace safety and service. Other areas that teams are working on include prevention and disease management, patient safety and healthy workforce, among others.