Course Details
Course Outline
5 days course
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
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.
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.
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.
Commencing the Journey
- Programme Vision and Launch.
- Creating Program Infrastructure.
- Developing Organizational Competence.
- Transforming Processes.
- Stabilization and Performance Management.
- Globalisation.
