• Logging each redo in a tracking book
• Creating a unit “redo monitor” and a lead optician position, to troubleshoot service gaps and help team members close those gaps
• Coaching employees on new protocols in HealthConnect to identify possible factors contributing to lens problems, on collaborating with optometry and ophthalmology in problem solving, and on counseling patients about eye health as well as manufacturing warranty limits 

What can your team do to identify potential problems in your workflow?

• Training a group of master trainers who coached peers about the importance of copay collection and the process
• Educating inpatient nursing and frontline staff about the importance of copay collection and financial counseling availability for patients
• Hiring a financial counselor who answered patient questions during the admitting process and interviewed those in need of financial assistance

What can your team do to ensure team members have the skills to have difficult conversations?

• Reviewing the department's budget together
• Researching the costs and benefits of different types of needles
• Self-monitoring to reduce usage of butterfly needles

What can your team do to identify areas or products where savings can be found? What else could your team do to cut expenses?

• Brainstorming ways to encourage use of email system, including instructing and coaching one another on the system
• Diversifying its communication methods, including the creation of a communication board with information about the projects the team is working on, notes from UBT meetings and a copy of the department’s weekly e-newsletter, “Heads Up”
• Changing from a representative UBT to a general membership UBT with regularly scheduled meetings throughout the region, so that all employees are able to participate​​

What can your team do to g

• Scheduling doctors to perform anesthesia only (which requires a physician) four days a week, instead of five
• Scheduling nurses to perform sedation (which does not require a physician)
• Scheduling patients requiring anesthesia on the days physicians are available

What can your team do to save time and lower costs in your department? What else could your team do to be more strategic? 

• Huddling before the clinics open for the day to determine who will buddy up in groups of two.
• Spending the day communicating with each other how the clinics’ schedules are progressing and finding out from medical assistants and nurses whether any providers are running behind.
• Delivering information to patients on waiting room delays that is as specific as possible.

What can your team do to communicate better with each other and patients? What else could your team do to make the day go smoothly?