Course description
Lean Six Sigma principles are used in a range of industries to improve process efficiency by eliminating waste and reducing defects. When applied correctly, these methodologies can lead to happier customers and increased revenue. In the healthcare industry, defects not only affect revenue and customer satisfaction—they can mean the difference between life and death.
Six Sigma can also reduce unnecessary expenses. These kinds of results are achievable from healthcare professionals by committing to proven Lean or Six Sigma methodologies. The DMAIC method (Define, Measure, Analyze, Improve, Control), for instance, focuses on improving existing processes. One of the most common processes in a hospital setting is check-in.
Lean Sigma Performance Improvement in Healthcare course helps healthcare organizations improve, as it offers a practical roadmap for making Lean or Six Sigma work as well as demonstrating it through real case studies, illuminating key facets of change that are too often ignored.
Upcoming start dates
Upcoming start dates
Suitability - Who should attend?
Whatever your Lean Sigma leadership role–from patient-facing staff to senior executive to performance improvement specialist– Lean Sigma Performance Improvement in Healthcare training course gives you an indispensable foundation for success.
Outcome / Qualification etc.
At the end of this Lean Sigma Performance Improvement in Healthcarecourse, you will be able to:
- Ensure their projects are linked to the achievement of their organisation’s strategic objectives
- Capture the ‘Voice of the Customer’ to ensure any potential process changes are aligned to customer requirements
- Apply the simple, robust, structured and proven approach of DMAIC (Define, Measure, Analyse, Improve & Control) to process improvement
- Apply project management, change management and financial project appraisal techniques
- Move from a ‘Functional’ to a ‘Value Stream’ view of the organisation where stakeholders work together collectively to remove waste from the ‘Value Stream’
- Understand ‘Process Behaviour’ through effective measurement and data analysis
- Prioritise opportunities for process improvement
- Develop ‘Permanent Corrective Actions’ for process failures
- Select and use the appropriate ‘Lean Six Sigma’ tools to reduce variation, defects, cycle times, lead times, waste and costs within their processes
- Influence organisational culture and employee behaviour towards supporting ‘Lean Six Sigma’
- Ensure process improvements are sustained through the use of a ‘Control Plan’
- Ensure their projects are linked to the achievement of their organisation’s strategic objectives
- Capture the ‘Voice of the Customer’ to ensure any potential process changes are aligned to customer requirements
- Apply the simple, robust, structured and proven approach of DMAIC (Define, Measure, Analyse, Improve & Control) to process improvement
- Apply project management, change management and financial project appraisal techniques
- Move from a ‘Functional’ to a ‘Value Stream’ view of the organisation where stakeholders work together collectively to remove waste from the ‘Value Stream’
- Understand ‘Process Behaviour’ through effective measurement and data analysis
- Prioritise opportunities for process improvement
- Develop ‘Permanent Corrective Actions’ for process failures
- Select and use the appropriate ‘Lean Six Sigma’ tools to reduce variation, defects, cycle times, lead times, waste and costs within their processes
- Influence organisational culture and employee behaviour towards supporting ‘Lean Six Sigma’
- Ensure process improvements are sustained through the use of a ‘Control Plan’
Training Course Content
Day 1
Programme Infrastructure
- Lean Sigma: The Programme
- The Steering Group
- Setting the Program Direction
- The Fit with Existing Initiatives
- Shaping Projects
- Focus on Process
- Breakthrough Change
- Project Tiers
- Identifying Opportunities
- Characterizing Projects (Preliminary Project Chartering)
- Setting Goals
- Prioritizing Action
- Program and Project Roles
- Program Tracking, Reporting, and Ongoing Management
- Summary
Day 2
Existing Change Models: Why Traditional Healthcare Models Are Struggling
- Traditional Change Models.
- Disparate Change Groups.
- Uncontained Change.
- No Standard Change Approach.
- Tools Focus.
- Reliance on Benchmarking.
- Changes Are Not Based on Data, Good Data, or the Right Data.
- Changes Made Based on Symptoms, Not Causes.
- Systems versus Processes.
- Focus on People, Not on Process.
- Lack of Context for Solutions.
- Adding versus Subtracting (Patching).
- Poor Implementation.
- No Emphasis on Control.
- Management versus Leadership.
- Summary.
Day 3
Lean Sigma Roadmap: The Anatomy of a Project
- Lean Sigma Project Roadmap.
- Define.
- Measure.
- Analyse.
- Improve.
- Control.
- The Lean Sigma Roadmap: Why It Works.
- Standardization Projects.
- Kaizen (Accelerated Change) Events.
- Summary.
Day 4
Application to Real Life: Project Case Examples
- CT Capacity and Throughput.
- Reduce Discharged, Not Final Billed (DNFB).
- Radiology Denials.
- Behavioural Health Discovery.
- Medication Delivery.
- Registration Standardization.
- Inpatient Admission Standardization.
- Physician Office Standardization.
- Surgery Capacity and Throughput.
- Emergency Department Throughput.
- Inpatient Placement.
- New Emergency Department Design.
Day 5
Commencing the Journey
- Programme Vision and Launch.
- Creating Program Infrastructure.
- Developing Organizational Competence.
- Transforming Processes.
- Stabilization and Performance Management.
- Globalisation.
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