Systems Approach and LEAN meets Pollution Prevention

Transcription

1 Systems Approach and LEAN meets Pollution Prevention SYSTEMS APPROACH AND LEAN MEETS POLLUTION PREVENTION Context With three hospital sites, 200 beds and multiple services supporting a community of 110,000 people, the (CKHA) knew it had a responsibility to positively contribute to the patients and community s health and well-being. CKHA s leadership, which is passionate about protecting the environment, shared their personal experience, drive and focus to begin the process of reducing pollution. In 2005, CKHA created it s first-ever Pollution Prevention mandate and vision: Protecting our Earth, ensuring our Future. The program has continued to grow ever since. Challenge CKHA Main Entrance The CKHA, like any other hospital, generates a significant amount of waste and pollution, which it needed to examine and understand. The hospital s mandate was to incorporate all the areas, within and outside, of the hospital as part of the Pollution Prevention program. CKHA knew that a systems approach was needed to ensure that its partners, products, and waste were environmentally friendly in order to ensure meaningful and long-lasting results. Solution CKHA s decision to take a systems approach started with the introduction of an assessment process to identify and address pollution prevention opportunities on an ongoing basis. The assessment involved engaging various stakeholders with expertise in each area, examining the area s practices, identifying ways to reduce pollution and ensuring that achievable targets were defined and put in place. The assessments identified the products used in the hospital and the by-products that they generate. Furthermore, the products services and partnerships were evaluated to ensure they were as environmentally friendly as possible. Once the pollution prevention opportunities were identified, all low hanging fruit were addressed immediately. CKHA took a LEAN approach by first identifying the opportunities together with frontline staff, then piloting the pollution prevention solutions, measuring progress, adjusting solutions based on learnings and then broadening the program as successes were gained. 1

2 From the production of the product to its disposal, CKHA partnered with suppliers, contractors, organizations and hospital staff to find solutions to a cleaner environment. Together, they were able to reduce pollutants, such as waste, emissions, chemical usage in housekeeping and labs. They also set joint goals to ensure that everyone will be working towards the same target and measuring progress in the same way. CKHA also reached out to organizations that could provide guidance, such as the Clean Air Challenge, they introduced CKHA to: tracking utility use and costs; finding acceptable environmentally sound alternatives to reduce toxicity and waste; meeting on a regular basis to review information and progress; focusing on how to improve the air quality in the hospital, for example, through air handlers; and, how to influence human behavior while maintaining regular services. To manage the Pollution Prevention program, CKHA created a plan to ensure the right stakeholders were involved. Invitations went out to students, physicians, vendors, contractors and community partners. Keeping the stakeholders involved in the assessments, in the implementation of solutions and in the monitoring of progress has been paramount for success. Annual benchmark targets were established in various areas, services and products. They were monitored, reviewed and re-adjusted to the next level once targets were met. Monitoring these targets (e.g., energy use, waste generated, reduction in chemical uses, associated costs, etc.) ensures that pollution is managed and reduced. The Pollution Prevention program is now continuously monitored and evaluated to ensure it meets the program s objective and achieves the desired outcomes. CKHA s ongoing commitment to continuous improvement using the LEAN methodology is the basis for managing the Pollution Prevention program and for reducing CKHA s environmental impact. 2

3 Results Developed relationships with various internal and external stakeholders including staff, TransForm (shared service organization), vendor and senior team; Increased staff engagement and recognition of staff s green efforts; Increased recycling rates and reduced waste sent to landfill: Expanded source separation stations across departments; Established partnerships with vendors to recycle plastics that were not normally recycled; First hospital to receive 3R certification from the Recycling Council of Ontario; Reduced energy usage with annual costs savings of $500,000; Incorporated mandatory requirements in RFP addressing greening initiatives, such as return-to-vendor program for packaging and incentives for reductions; OHA s Green Hospital Scorecard score improved by 13% in the last 3 years. Learnings An organization-wide program requires a committed, dedicated and passionate team of individuals from all areas of the hospital. The organization needs to first work on building a culture of environmental sustainability; this cannot be done by one or two individuals. All stakeholders need to be involved in the process through ongoing engagement and education, the Pollution Program is kept active through: Annual environmental expo, 500 staff participated in 2015; Educating the Green team; Keeping the energy matters website updated with green tips and ideas for work and home; Green team members and champions touch base with individual staff and remind them of keeping green initiatives active. A comprehensive program takes time; it does not happen overnight and requires ongoing motivation, encouragement and support. 3

4 What You Can Do Lead a culture of environmental sustainability - engage and empower employees at all levels of the organization. Employ a collaborative approach that includes vendors, contractors, employees, senior leadership and green health care champions. Regularly assess each area and how it interrelates with other areas. It is important to consider external stakeholders to identify new and developing opportunities. The systems approach ensures that the program s objectives to prevent and reduce pollution are met. CHKA continues to share their best practices, policies, learnings, methods and findings with other health care facilities in Canada, as well as with their partners across the LHIN. For more information on CHKA Pollution Prevention program, please contact the CHKA. 4

5 200 Front Street West, Suite 2800 Toronto, Ontario M5V 3L1