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Our field teams have the expertise. On the other hand, I am qualified to provide them with the tools, guidance and support to find solutions to improve processes.

Dave Lamothe-Gagnon, administrative procedures specialist, Directorate of Finance  

What do you do as a specialist in administrative procedures? 

I develop and coordinate projects to improve our processes with a focus on increasing value perceived by the patient. At the moment, I’m working on three projects: standardizing the management of products purchased for use in operating rooms, such as screws and pacemakers; improving procedures in the Medical Devices Reprocessing Unit, which is responsible for cleaning and sterilizing equipment used in operating rooms; and optimizing the interface between the Material Management System and the Operating Room Management System. 

What brought you to your position at the MUHC? 

I’m a sociologist by training, and I developed expertise in change management, project management and Lean Six Sigma. I began my career in the health network in 2005 at the Centre de réadaptation en dépendance de Québec. I then worked at the health ministry, followed by the Agence de la santé de Montréal. My position was transferred to the MUHC in 2015 after the agence was closed. Paul Harmat and his team made me feel very welcome. They’re extraordinary, passionate colleagues who want to make a difference. 

How do these improvement projects work?

We use the Lean approach in project management following six phases: Define, Measure, Analyze, Innovate, Implement and Sustain. These projects generally start as a request from a manager.  We work with the teams to refocus on the patient and eliminate waste. Concrete results appear in three to six months.  

What sort of waste are we talking about? 

There are different types, such as time spent waiting or transporting equipment or patients, excessive paperwork or overproduction. Employee creativity is also wasted. People have solutions in mind; we must listen to them and respond.  

Is that why it’s important to work with teams on the ground?

Of course, because they have the expertise. I will never be able to replace a nurse, a doctor or a social worker. On the other hand, I am qualified to provide them with the tools, guidance and support to find solutions. I also help managers during the implementation and monitoring of projects to ensure that they persist over time. It’s very gratifying to contribute to the improvement of a process and do so as a team.  

You bring a stuffed toy which makes people laugh to each of your workshops. Tell us about him. 

His name is Georges, and he represents the patient. Each MUHC unit supports the organization in providing services to the public. Every time I lead a workshop and we have to make a decision, I ask the participants what George would think. Would these decisions add value from his point of view? 

What qualities are needed to do your job? 

An excellent ability to analyze, plan and organize as well as diplomacy and listening skills. My training in sociology prepared me well in several respects. 

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