University of Michigan Health System Inside View
VOL. 1 | ISSUE 4      Next Issue: July 2006
 

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MQS uses the term “value stream” to identify the steps required to deliver a product or service to the customer. Those who do the work create a value stream map of every step involved in a process from order to delivery. Value stream maps make work visible, making it possible to identify and “transform waste into value.” To learn more about MQS, including information about upcoming lectures in the “Lean Thinkers” series, visit the Michigan Quality System Web site.

Michigan's VOICES

VOICES of the Staff’s first year rings loud and clear

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Grace L. Wu from Psychiatry Administration in the Medical School says it’s “innovative and creative.” Cathy Schorr, an M-CARE administrative assistant, calls it “a bit overwhelming.” And Rita Wilson from Materiel Services says, “It makes people more aware of their options.”

They’re all talking about VOICES of the Staff, a program to make sure leadership hears staff concerns and suggestions.

In the past year, six groups across the University have met once a month for at least an hour and a half to discuss key work-life priorities identified by employees: Career Development, Faculty/Staff Communication, Health and Wellness, Parking and Transportation, Recognition and Performance Management, and Rewards and Benefits.

Wu’s team, Health and Wellness, collaborated with the Michigan Healthy Community Initiative to create a health interest survey for staff, while Wilson’s team worked with the University planners who are designing the new C.S. Mott Children’s and Women’s Hospital replacement facility.

“I see it as a step toward unifying the entire University across the board,” Schorr says. “We all operate differently, but we can learn from each other. And one thing we can learn is that we all work for the same ‘company.’”

“Team members across campus are amazed by how big the Health System is and how much we do,” says Kelly, a director in UMHS Human Resources. “It’s not just supervisors and managers talking. And that alone is a big deal.”

In addition to her HR duties, Kelly facilitates the Recognition and Performance Management team which is researching performance-reward systems here and at other organizations with a goal of providing options for implementation at U-M. Kelly admits, “The topics are huge, but the results can be immeasurable.”

VOICES is about to enter its second year. For more information, including the progress of the various teams, or to voice an idea yourself, visit the VOICES Web site.