Lean Healthcare Green Belt Certification Leading Change in Healthcare · 2015-04-24 · Lean...

Lean Healthcare Green Belt Certification

Leading Change in Healthcare

Healthcare Professionals should know what is best for their sector.

What do you think?

05-0029-03-03

External View of Healthcare

What’s Wrong with Current Healthcare Systems?

• Waste from administrative and communication functions exceeds$60 billion annually in the U.S

As the cost of healthcare continues to rise, healthcare providers are under increasing pressure to reduce internal/external costs, improve patient safety and care, increase profits, reduce errors andresulting litigation, and decrease dependence on government funding and insurance premiums.

• Hospital productivity declined in the last 10years, whilst manufacturing and other businesses stormed ahead

A recent report by the U.S. HHS Office of the Inspector General finds that 20% of consecutive inpatient stay sequences were associated with poor quality care, unnecessary fragmentationof care, or both. Major healthcare projects to restructure hospitals, dramatically reduce cost, and improve services have had little impact on quality or cost.

• High investment in latest technology, but a low utilization rate

• Worst ‘value for money’ rating

Put simply, healthcare systems are not designed to make the process of care flow smoothly. Hospitals are continually investing in significant information system projects that have either failedor not lived up to expectations. The primary reason for these failures is the lack of real process change to take advantage of the information system itself. Healthcare services are often ‘batch and queue’, with patients spending most of their time waiting until a healthcare practitioner is available. Turnaround time – patient cycle time – in hospital facilities, post care facilities, or laboratories has become a key measurement that must be improved.

“Medical errors cost hospitals 17-29 billion dollars per year nationwide”: U.S. Institute of Medicine

International Certification in Healthcare • www.automatedlearning.com/leanscm/

The Holy Grail! The Power of Lean Healthcare

• Fast and efficient healthcare • Flattened organizational structure • Low inventories and shortened lead times

Lean was introduced by Toyota in the 1960s as a systematic approach to identifying and eliminating waste or non-value-add activities in an organization through continuous improvement with the goal of creating value. The essence of Lean Thinking is to eliminate waste through understanding the value to the customer or patient, how to deliver that value, how to create an efficient, waste-free continuousflow built on a pull vs. batch and queue approach, and continual pursuit of a perfect system.

• Visual control and management Waste is any action that does not produce value for the customer or patient and hospital systemsand processes are rife with it. It is estimated that between 30% and 60% of the costs of healthcareare wasted.

• Continuous improvement culture • A “showcase” operating facility that

achieves world class performance ataffordable prices

Hospitals need to know the type of business that drives 80% of their bottom line. They then need tobuild their organization systems and processes to fully support care delivery required for efficient high quality service for those groups. The result of Lean Healthcare is a process that delivers value without waste, with high quality, at a low cost. A Lean Tool Box is available to support the elimination of waste and the streamlining of process flows.

In healthcare, one must always remember that the product (laboratory test results or samples) or service (patient care) can make the difference between life and death. The needs of the patientare paramount. Only Lean Healthcare can provide a solution to all these concerns with minimal expenditure and maximum benefits.

“What if there was a way to reduce costs while actually increasing patient satisfaction?”


Why Certification? The Lean Healthcare Green Belt Certification Program

• Formal accreditation with global professional institutes

• Recognized internationally • Demonstrated level of professional

expertise and skill

• Increased technical and functional knowledge

• Enhanced reputation with own organization, customers and suppliers

• Learn and apply lean philosophies and principles specific to healthcare

• Be part of a healthcare network of change agents

A Lean Healthcare Certification program has been designed by the Leading Edge Group in association with lean experts, healthcare consultants, the Irish Institute of Industrial Engineers, and the Canadian Professional Logistics Institute. Our lean program represents the first international healthcare certification of it’s kind. This program provides an essential ‘first step’ to not only understanding the theory but also the efficient application of lean tools, practices, and concepts. It will help healthcare organizations to identify and eliminate waste, provide the tools to help improve process flows, and outline a roadmap to achieving an optimal delivery performance through increased flexibility with the objective of delivering ‘value’ as defined by customers in a timely and efficient manner. Commitment and support for lean in any organization needs to come from the top down for support, and from the bottom up for implementation. With this in mind, the certification program is appropriate for a diverse range of healthcare employees. These employees may work for any organization within the healthcare sector and include

• Hospital Executives (CFO, CEO, COO, Vice Presidents)

• Department Directors

• Healthcare Staff (RN’s, Technicians, Therapists, etc.)

• Service Staff (Transport Services, Administration, Nutritional Services, etc.) • Learn a common language and structure to lean improvement initiatives Once healthcare personnel have the ‘appropriate’ knowledge, they will be able to foresee and

achieve results that meet the needs of patients now and in the future.

“Lean Healthcare has provided a revelation of new learning and new management tools that will transform our thinking and operational actions into a passionate pursuit of value and quality” Nutritional Services, Florida Hospital Systems


Our Program is Unique… Your Journey to Certification

• Full on-line access • Optional blended in-house solution • Structured lessons • Real world case study examples • In-line work assignments • Mentoring support

• Discussion forum access

This 3-month on-line certification program consists of 9 lessons that provide participants with a comprehensive overview of Lean Thinking and its application in healthcare. It also outlines and demonstrates the essential lean tools and practices that can be applied within the healthcare industry to decrease costs, increase efficiency and quality of service, and improve customer and employee satisfaction. Each lesson provides 3 hours of on-line content incorporating real world case study examples of Lean Healthcare applications, along with useful in-line questions and assessments to enable students track their progress. The program can be undertaken by individuals through on-line distance learning study or through our customized in-house solution. You receive 6-month access to a Learning Management System portal from where you can log in at any time and launch each lesson, take prep exams, view and download on-line resources, and interact with fellow students and experts via a Lean Healthcare discussion forum. Expert mentoring support via e-mail is also provided from this portal.

• On-line prep exams

• On-line final exam

• Structured awards – Gold, Silver, Bronze

“Without significant change in how we organize and arrange the way we work, any piecemeal change will do little more than let the grass grow”


9 Steps to Excellence

PROGRAM OBJECTIVE:

To use the philosophy, principles, and tools of lean to improvepatient care and streamline costs in the healthcare industry.

NINE LESSONS:

1. Understanding Lean Thinking 2. Applying Lean Thinking to Healthcare

3. Lean Healthcare Tools and Practices I: Improving Process Flow

4. Lean Healthcare Tools and Practices II: Reducing Variation and Improving Quality

5. Value Stream Mapping 6. Kaizen 7. 5S 8. Lean and Six Sigma in Healthcare 9. Roadmap to Lean Implementation


Lesson 1: Understanding Lean Thinking

This lesson provides a basic understanding and appreciation of the key elements of Lean Thinking. It identifies and discusses each of the fivecore goals of lean thinking, focusing on the concepts of waste elimination and value creation within organizations. It explains how Lean Thinking can be applied successfully in non-manufacturing businesses or industries, including the healthcare sector.

The lesson consists of the following topics:

• Introducing Lean Thinking and its Origins • Applying Lean beyond the Production Floor • The Principles of Lean Thinking • Lean Thinking Goals • Value Creation • Case Study: Implementing Lean Thinking in Healthcare and Creating Value for Patients

Upon completion, students will be able to

• Define the term ‘Lean Thinking’ • Identify the type of organizations that can implement Lean Thinking • Outline why healthcare organizations typically implement Lean Thinking • Identify and distinguish between the principles of Lean Thinking • List the core goals of Lean Thinking • Identify how the Lean Thinking goals can be met • Identify and distinguish between the main types of waste • Distinguish between the types of waste that exist in the healthcare sector • Identify value-added activities in the healthcare sector • Identify and distinguish between the phases in the value creation framework • Identify how best to use the value creation framework to create value in a healthcare organization

“Lean Healthcare attacks the reasons patients have to wait in the first place.”


Lesson 2: Applying Lean Thinking to Healthcare

This lesson introduces the costs and quality issues associated with modern day healthcare. It outlines the inefficiencies in the sector and the waste that contributes to these. The lesson identifies the benefits associated with implementing Lean Thinking to address the healthcare costsand quality issues. Finally, it outlines and explains the main steps involved in implementing any Lean Healthcare initiative, and it stresses the importance of employee contribution, commitment, and performance in any lean implementation.


• Healthcare Costs and Quality Levels • Healthcare Waste • Why Lean and Where • Recognizing the Importance of Employee Contribution • Defining Value and Eliminating Waste • Case Study 1: Applying Lean Thinking to a Laboratory Service • Case Study 2: Applying Lean Thinking in a Medical Records Department


• Identify the cost and quality issues associated with the healthcare sector • Recognize the factors associated with increasing healthcare costs • Identify the effects of waste and wasteful activities in the healthcare sector • Identify the main reasons for implementing Lean Thinking and the associated benefits within the healthcare sector • Recognize where Lean Thinking can be applied in healthcare • Recognize the importance of employees in the successful implementation of lean • Suggest how to gain and maintain commitment, trust, and maximum performance from all employees in a Lean Healthcare initiative• Recognize the main steps involved in any Lean Healthcare implementation • Outline an approach for defining value and eliminating waste • Identify how best to strive for continuous improvement in a Lean Healthcare initiative

“Inefficient discharging of in-patients is a common concern. It not only causes frustration for patients and family, but also leads to delays for incoming patients in admission, the post anesthesia care unit or in the emergency department.”


Lesson 3: Lean Healthcare Tools and Practices I: Improving Process Flow

This lesson introduces the lean tools and practices used to improve process flow in healthcare organizations. Any lean implementation beginswith Value Stream Mapping (VSM) to establish where and how improvements can be made in terms of process flow and overall quality. This lesson introduces VSM and explains some of the techniques that may emerge as a result of a VSM strategy.


• Value Stream Mapping • Short Case Study: Applying VSM to a Same-Day Surgery Process • Kanban Systems and Point of Use (POU) Storage • Layout Improvement and Standardized Work • Case Study 1: Implementing Layout Changes and Standardized Work in a Laboratory • Case Study 2: Using Standardized Work to Reduce Labor and Delivery Costs and Increase Bedside Time• Work Balancing and Resource Leveling • Single Minute Exchange of Dies (SMED) • Case Study 3: Using SMED to Improve Operating Room Turnover Efficiency


• Identify and distinguish between the lean tools and practices used to improve healthcare process flow • Identify the function of Value Stream Mapping (VSM) • Outline how VSM is used to implement Lean Healthcare • List the basic principles that underpin the Kanban system • Identify the benefits of the Kanban system • Recognize the principles associated with successful layout improvement • Suggest a suitable approach for improving the layout of tools and equipment for a process in a healthcare organization• Identify the principles and benefits associated with Standardized work • Suggest a suitable strategy for balancing work and leveling resources for a given healthcare process • Identify the stages involved in the Single Minute Exchange of Dies (SMED) process • Match the lean tools and practices used to improve process flow with their associated healthcare usage scenarios

“One example of the ‘Pull’ concept in Lean Healthcare is of laboratory test being carried out on a demand basis Vs batch-and-queue.”


Lesson 4: Lean Healthcare Tools and Practices II: Reducing Variation and Improving Quality

This lesson outlines and explains the tools and practices typically used to reduce variation and improve quality in healthcare processes. It is worth noting that most of these tools also play a part in improving process flow. Tools that promote order in the workplace and preventdefects, mistakes, and errors also help improve healthcare process efficiency and therefore help optimize flow. The lesson also introduces Six Sigma – a quality system often used in conjunction with Lean Thinking.


• 5S and Visual Management• Kaizen and Problem Solving• Quality At Source • Quality Filter Mapping • Poka Yoke and TPM • Six Sigma


• Identify and distinguish between the lean tools and practices used to reduce variation and improve quality in healthcare organizations• Identify the goals and activities of the 5S tool • List the elements of a visual management system • Identify the requirements for a successful Kaizen Event • Recognize the benefits associated with implementing problem solving and project management techniques • Identify the function of quality filter mapping and quality at source techniques • Identify the function of Poka Yoke • Recognize the guidelines associated with attaining Poka Yoke • Identify the function of Total Productive Maintenance (TPM) • Outline the requirements for a successful TPM • Identify the function of Six Sigma • Match the lean tools and practices used to reduce variation and improve quality with their associated healthcare usage scenarios

“It is critical to create standardized work practices and ensure that everyone sees and understands them.”


Lesson 5: Value Stream Mapping

This lesson focuses on Value Stream Mapping (VSM) and expands on the basic principles outlined in lesson 3. It focuses on how VSM can be applied practically across a healthcare process or an entire healthcare organization.


• Value Stream Mapping (VSM) Overview • Implementing VSM • Mapping the Current State • Mapping the Future (Lean) State • Planning and Implementing Future Changes


• Identify the advantages associated with Value Stream Mapping (VSM) • Identify and rank the steps involved in carrying out VSM • Identify the function of a current state map • Distinguish between the icons used in a current state map • Identify and distinguish between the phases involved in developing a current state map • Calculate on-hand inventory quantities for a particular healthcare process • Define the term ‘opportunity time’ • Calculate the opportunity time for a particular healthcare process • Calculate the Takt time for a particular healthcare process • Identify the main steps involved in developing a future state map • Distinguish between the icons used in a future state map • Specify appropriate lightening strikes for a specific future state map • Specify appropriate elements to include in a future state map, based on existing current state healthcare information• Identify the factors that ensure a successful value stream plan for a healthcare organization

“Significant improvements have been made from mapping the entire open heart surgery process from pre-admittance to discharge, embracing hundreds of high level processes.”


Lesson 6: Kaizen

This lesson focuses on Kaizen and expands on the basic principles outlined in lesson 4. It provides a detailed outline of how to plan, prepare, and implement Kaizen Events. The lesson outlines the requirements for an efficient Kaizen Event, and the benefits that a successful Kaizen Eventcan offer healthcare organizations.


• Kaizen Overview • The Kaizen Event and its Participants • Planning for Improvements • Implementing Improvements • Case Study 1: Conducting a Kaizen Event in a Medical Imaging Firm • Case Study 2: Conducting a Kaizen Event to Reduce Shift Change Time


• Define the term ‘Kaizen’ • Identify the benefits of Kaizen and Kaizen Events • Identify the requirements for a successful Kaizen Event • Identify and distinguish between the key participants in a Kaizen Event and their associated roles • List the characteristics of a suitable area for a Kaizen Event • List the responsibilities of a Kaizen team leader • Recognize the steps involved in planning for and developing an improvement strategy for a healthcare organization• Recognize the data required when establishing the current state of a process for a Kaizen Event • Identify and distinguish between techniques that a Kaizen team can use to identify the root cause of a problem • List appropriate follow-up practices for Kaizen Events

“Traditional wisdom holds that, “If it ain’t broke, don’t fix it”. Kaizen takes the view that every process can be improved and therefore even if you think, “It ain’t broke”, fix it anyway.”


Lesson 7: 5S

This lesson focuses on the 5S methodology and expands on the basic principles outlined in lesson 4. It outlines the benefits associated with aneffective 5S program, and it provides a detailed analysis and outline of each of the stages involved in its implementation.


• Introducing 5S • Planning for 5S • Stage 1: Sorting • Stage 2: Set In Order • Stage 3: Shine • Stage 4: Standardize • Stage 5: Sustain • Safety - A Sixth S • Case Study: Using 5S to Eliminate the Overstocking of Supplies and Reduce Costs in a Nursing Work Station


• Identify the aims and benefits associated with 5S • Identify the correct order for the stages involved in 5S implementation• Recognize the participants in a 5S implementation team • Identify the steps involved in planning a typical 5S implementation • Distinguish between the stages of 5S • Identify how each of the 5S stages should be implemented • Identify the deliverables associated with each of the stages of 5S

“Through implementing 5S, much needed floor space is made available in the laboratory along with better storage space.”


Lesson 8: Lean and Six Sigma in Healthcare

This lesson focuses on the main functions of Six Sigma. It also explains the Lean Six Sigma integration model, and how it can beused to achieve a successful Lean Healthcare transition.


• Six Sigma – Applying Six Sigma to Patient Care • Case Study 1: Six Sigma Training for Staff at a Medical Center to Target $150 Million Savings • Case Study 2: Applying Six Sigma in an Emergency Department of a Hospital • Lean and Six Sigma - Using Lean and Six Sigma to Enhance Healthcare Service and Hospital Operations • Case Study 3: Using Lean and Six Sigma to Improve Bed Availability at a Medical Center • Case Study 4: Using Lean and Six Sigma to Improve Nurse Registry Problems in a Hospital • Case Study 5: Using Lean and Six Sigma to Implement Process Improvements in a Cardiac Surgery Unit, Reduce the Cost of Coronary

Artery Bypass Graft (CABG) surgery, and Reduce Patient Mortality Rates • Case Study 6: Creating a Lean Six Sigma Hospital Discharge Process


• Identify the function of Six Sigma and Lean Six Sigma • Differentiate between the principles of Lean Thinking and Six Sigma • Distinguish between the functions of the Design, Measure, Analyze, Improve, Control (DMAIC) methodology, Design for Six Sigma (DFSS),

and Failure Mode and Effects Analysis (FMEA) • Match the elements of DMAIC with the steps involved in implementing each one • Specify the appropriate approach for implementing Lean Six Sigma in a healthcare organization

“Some of the most popular outcomes from Lean Six Sigma include dramatically improved throughput, reduced scheduling delays, fewer physician complaints and improved working conditions for clinicians and staff.”


Lesson 9: The Roadmap to Lean Implementation

This lesson outlines a basic roadmap for implementing lean in a healthcare organization. It provides some important factors that are crucial to implementinga successful Lean Healthcare system. The lesson also examines the Theory of Constraints. It explains what it is used for and how it can be used to help apply lean to a healthcare organization’s existing processes.


• 10 Steps to Lean Implementation • Implementing a Lean Healthcare Value Stream • The Importance of Lean Ergonomics • Case Study 1: Implementing Lean in an Integrated Healthcare System to Focus on Patients’ Needs Rather Than the Needs of Providers and Staff • Using the Theory of Constraints (TOC) to Implement Lean Thinking in Healthcare – Improving A&E Flow Management, Surgery/Theater Scheduling,

Long-Term Care Management, and Work Flow System Skills • Case Study 2: A Surgeon Using TOC to Increase Capacity and Minimize Waiting Lists


• Recognize and distinguish between the steps involved in the roadmap to Lean Healthcare implementation • Identify how each of the steps in the roadmap can be implemented • Identify suitable ways to implement Lean Healthcare • Identify the principle on which the Theory of Constraints is based • Outline how the Theory of Constraints can be used to apply Lean Thinking to a healthcare organization’s processes• Identify and differentiate between the steps involved in applying the Theory of Constraints

“Who should implement lean? Current providers best understand work environment issues, challengeswhat will work, what won’t.”


Get Metrics Driven with Lean ....

A Blended In House Approach to Certification

SURGERY Increase operating room utilization; decreasetime between procedures; reduce costs of running the operating room, lower inventory of tools and supplies EMERGENCY DEPARTMENT Increase patient satisfaction from below the 10th percentile to over the 75th percentile; slash outpatient length of stay up to 50%; drastically improve time to treatment

In addition to the on-line delivery, the certification program has also been developed, structured, and designed as a blended solution so as to meet the specific needs of all types of healthcare organizations. We offer healthcare organizations the opportunity to provide up to 12 employees with in-house support as an addendum to the on-line access. We provide an international facilitator who will spend 5 days in the healthcare organization’s site and impart a ‘practical' and ‘project-based' learning approach to the certification process. This involves a series of on-site workshops where the lean concepts, tools, and philosophies can beapplied on a sample basis. Each individual in the group also receives full access to the Learning Management System portal to access and use the on-line lessons, prep exams, on-line resources, discussion forum, and mentoring facilities.

LABORATORY SERVICES Improve productivity by up to 50%; decrease the amount of space needed by up to 50%; reduce the time-to-result by up to 50% withoutadding staff, space, or equipment


Our Clients... Lean Certification International Standard

Manufacturing Organizations GlaxoSmithKline, Pfizer, Banta Global Turnkey, Diageo, Wyeth, Creganna, Abbott, Boston Scientific, GE Healthcare, Coca Cola, Dell, PepsiCo, GN Resound, Stryker Orthopaedics, Stryker Instruments, Bayer, Benchmark Electronics, Invensys, Waterford Wedgwood Group, Cambrex, Glanbia, APW, Lufthansa, Hasbro, Roche, Bord Na Mona, and Millipore

Service Organizations Blood Transfusion Service, Health Services Executive, Western Health Board, Temple Street Hospital, Voluntary Health Insurance, Dell Call Centres, Mentor Graphics, Hawaiian Tropics, Eurotext Translations, Thomas Crosby Holdings

Lean Certification International Standard

Automated Learning has partnered with The Leading Edge Group to provide a new Lean Certification Lean Standard. This Lean Certification program encompasses education and certification courses that can ultimately lead to a university MSc. degree in Quality Management. Courses are delivered via distance education and on-line learning modules, allowing students anywhere in the world to participate.

These Lean training courses utilize the latest 'best practice' and academic thinking in Lean principles and practices blended with the ability to support learning through online lessons, resources and mentoring. The offering includes the following Lean Certification programs:

Lean Green Belt Certification Lean Supply Chain Management Green Belt Certification Lean Healthcare Green Belt Certification Lean Black Belt Diploma in Quality Management Lean Healthcare Black Belt Certification

Lean Healthcare Green Belt Certification is accredited and recognized by:

The Canadian Professional Logistics Institute The Irish Institute of Industrial Engineers Community College of Vermont


Registration Lean Healthcare Green Belt Certification

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05-0029-03-03

Lean Healthcare Green Belt Certification Leading Change in Healthcare · 2015-04-24 · Lean...

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