Module/workshop title:

Lean Health Care

Facilitated by:

Australian Healthcare and Hospital Association (AHHA)

For more information, contact:

Cairnsp: (07) 4034 0300

Townsvillep: (07) 4796 0401

Mackayp: (07) 4963 4400

e: hello@primaryhealth.com.auw: primaryhealth.com.au

Northern Queensland Primary Health Network acknowledges the Traditional Custodians of the

lands and seas on which we live and work, and pay our respects to Elders past and present.

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Alignment with Bodenheimer’s 10 Building Blocks of High Performing Primary Care

Summary of proposed education: Four levels of training

Who should attend?

Block 1: Engaged leadership

Block 2: Data driven improvement

Block 4: Team-based care

Block 6: Population management

Block 7: Continuity of care

Block 8: Prompt access to care

Block 9: Comprehensiveness and care co-ordination

Level 1: White belt

Basic introduction and awareness of lean thinking.

Level 2: Yellow belt

Overview of basic principles of lean thinking and outlines essential tools and practices associated to improving quality, efficiency, and reduction of waste.

White belt training

• practice staff (reception, management, and clinical).

Yellow belt training

• nominated, selected practice staff.

Level 3: Green belt

A comprehensive overview of lean thinking and its application in healthcare.

Level 4: Black belt

Aimed at professionals in healthcare who have overall responsibility for quality or continuous improvement within their practice.

Green belt training

• nominated, selected practice staff.

The level of training may vary dependent upon the individual’s engagement in quality and continuous improvement responsibilities.

Engagedleadership

1

Data-driven improvement

2

Patient-team partnership

5

Patient empanelment

3

Population management

6

Prompt accessto care

8

Team-based care

4

Continuityof care

7

Comprehensiveness and care

coordination

9

Quality general

practice of the future

10

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Lean Health Care | SYNOPSIS

Benefits of education

Delivery mode(s)

• Improves flow of tasks and activities within practice.

• Develop workplace efficiency behaviours.• Gain leadership and project management skills.• Enhances organisational capability.

Lean training can be delivered in two ways: • Face-to-face

Available for white belts (one day), yellow belts (one day), and green belts (mentoring sessions).

• Online Available for all levels and self-paced.

Each option offers different benefits.

Face-to-face training

• dedicated period of time to focus on training • yellow and green belt training provide

interactive case studies that align to one or more of Bodenheimer’s building blocks

• green belt training participants engage in real projects from their workplace

• face-to-face training provides participants an opportunity to tailor their learnings relevant to their practice.

• Assists in closing the gap between strategy and actual performance—so enabling sustainable high performance.

• Accelerates problem solving.• Increases organisational resilience to change.

Online training

• allows users to progress at their own pace.• provides access to a total of 22 separate

modules that cover the entire breadth of learning levels

• participants are only required to complete the modules relevant to the level they wish to obtain, for example:• white belt: four modules• yellow belt: additional four modules• green belt: additional 10 modules• black belt: additional four modules.

The online training also includes access to a range of templates, project forms, and other assets.

Express interest in online training via www.surveymonkey.com/r/53SK2ZC Limited numbers available.

White belt one-day workshop dates

Cairns

Wednesday 11 April 201810am–3.30pmRegistration link:www.surveymonkey.com/r/C87S5B2

Townsville

Wednesday 28 March 201810am–3.30pmRegistration link:www.surveymonkey.com/r/C83ZN2G

Mackay

Wednesday 7 March 201810am–3.30pmRegistration link:www.surveymonkey.com/r/CKBWDQT

Times have been scheduled to allow travel either side of workshop for those coming from outlying areas.

Thursday 12 April 201810am–3.30pmRegistration link:www.surveymonkey.com/r/C8J3QFX

Thursday 29 March 201810am–3.30pmRegistration link:www.surveymonkey.com/r/C8MKKDM

Thursday 8 March 201810am–3.30pmRegistration link:www.surveymonkey.com/r/25MQMGP

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Outline of training modules

Level: Beginner (white belt) | Introducing Lean for Health Services

Level: Intermediate (yellow belt) | Understanding and practicing Lean

1. Introducing Lean

This course provides a high-level view of Lean, its core values, benefits for the organisation, and its brief history. The course also introduces the need and application of Lean in the health sector to address key challenges. A relevant health sector case study provides a context for the concepts taught and course learnings are reinforced through review questions at the end.

2. Lean principles

This course defines and explains the five Lean principles and discusses how Lean organisations in the health sector can create value. A relevant health sector case study provides a context for the concepts taught and course learnings are reinforced through review questions at the end.

5. Lean Health Care tools and practices

This course introduces value stream mapping, standard work, 5S, and visual management, and how each is applied across a variety of health settings. The course offers a real life case study involving Leading Edge Group consultants applying some of these tools at a large primary care clinic to increase its efficiency and productivity, and to meet patient needs. A relevant health sector case study provides a context for the concepts taught and course learnings are reinforced through review questions at the end.

6. Kaizen approach to healthcare

The course outlines the requirements for an efficient rapid improvement (Kaizen) event and describes the benefits that a successful Kaizen event can offer for health service organisations. A relevant health sector case study provides a context for the concepts taught and course learnings are reinforced through review questions at the end.

3. Applying Lean in healthcare

This course introduces the costs and quality issues associated with modern day health service delivery. It identifies the benefits associated with implementing Lean to address key health service challenges. Finally, the course outlines and explains the main steps involved in implementing Lean in any health setting. A relevant health sector case study provides a context for the concepts taught and course learnings are reinforced through review questions at the end.

4. Identifying wastes

This course explores the concepts of value-added and non-value-added, or waste, by providing examples of how activities can be viewed through the lens of the patient or client. Gemba is introduced as a method for the identification of waste. The eight types of waste that can occur in the health sector are defined and described. A relevant health sector case study provides a context for the concepts taught and course learnings are reinforced through review questions at the end.

7. PDSA and A3 thinking in Lean Health Care

This course presents PDCA, or more appropriately PDSA in the health service context, and A3 as a structured improvement method used by health service providers. The course introduces these tools and presents several examples of their application in implementing change, solving problems, and continuously improving processes in the health sector. It also covers two important team aspects to achieve these goals—communication and basic project management. A relevant health sector case study provides a context for the concepts taught and course learnings are reinforced through review questions at the end.

8. Problem solving in Lean Health Care

This course introduces problem solving frameworks applied to health services. A number of problem solving tools such as the five whys, root cause analysis, fishbone diagram, and brainstorming are explored in the course. A relevant health sector case study provides a context for the concepts taught and course learnings are reinforced through review questions at the end.

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Lean Health Care | SYNOPSIS

Outline of training modules (continued)

Level: Practitioner (green belt) | Planning for and implementing sustainable improvements

9. Planning for and initiating a Lean activity

This course focuses on identifying improvement opportunities in your organisation, understanding the value chain, identifying patients and clients (and what is important to them), and project initiation activities. Tools such as SIPOC, the voice of the customer (VOC), and critical to quality (CTQ) are introduced. The course also outlines the key steps involved in developing a project charter and securing alignment with project stakeholders. A relevant health sector case study provides a context for the concepts taught and course learnings are reinforced through review questions at the end.

10. Managing change in Lean implementation

This course explains how to understand change and how best to manage it during and after a Lean implementation. It explains the roles of communication, team building, and leadership in managing the resistance to change that can occur in any Lean implementation project. A relevant health sector case study provides a context for the concepts taught and course learnings are reinforced through review questions at the end.

11. Demand, data collection, and analysis

This course introduces the methods and components of data collection, as well as several analytical techniques that enable pattern recognition and trend analysis in the health sector. A relevant health sector case study provides a context for the concepts taught and course learnings are reinforced through review questions at the end.

12. Value stream mapping in healthcare

This course focuses on creating and developing and using current and future value stream maps for health service processes. It expands on the basic concepts relating to value stream mapping and discusses how they can be applied practically. The steps to create actual value stream maps are covered, along with how to perform the analysis to identify and realise improvements. A relevant health sector case study provides a context for the concepts taught and course learnings are reinforced through review questions at the end.

13. Leading a Kaizen event in healthcare

This course outlines how to plan, prepare, and implement rapid improvement (Kaizen) events. More specifically, it focuses on the application of Kaizen in healthcare and how Lean practitioners lead Kaizen events in a variety of health settings. A relevant health sector case study provides a context for the concepts taught and course learnings are reinforced through review questions at the end.

14. Leading a 6S initiative in healthcare

This course will examine the 5S/6S approach—Sort, Set in Order, Shine, Standardise, Sustain, and Safety. Planning a 6S initiative will be reviewed as well as examples of how 6S was implemented in an operating room and a radiology department. The topic of ergonomics as it relates to the Lean methodology is also discussed. A relevant health sector case study provides a context for the concepts taught and course learnings are reinforced through review questions at the end.

15. Improving healthcare process capacity and flow

This course introduces Lean tools and practices used to improve process capacity and flow in health service organisations. A relevant health sector case study provides a context for the concepts taught and course learnings are reinforced through review questions at the end.

16. Reducing healthcare variation and improving quality

This course introduces Lean tools and practices that can be used to reduce variation and improve quality in the health sector. It explains the perils of variation in healthcare processes, and outlines basic steps for successfully implementing failure mode and effects analysis (FMEA), quality at source, mistake proofing/Poka-Yoke, and total quality management (TQM) techniques. A relevant health sector case study provides a context for the concepts taught and course learnings are reinforced through review questions at the end.

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Outline of training modules (continued)

Level: Advanced (black belt) | Leading and managing Lean for health services

19. Lean Health Care strategy: Planning and deployment

This course outlines and explains how best to achieve a sustainable Lean Health Care transformation. It explains how to develop and deploy strategic goals and objectives for Lean and for continuous improvement using Hoshin Kanri, and how to establish the most appropriate structure and skill sets to fully support and sustain your Lean implementation. Finally, the course outlines how you can assess the level of continuous improvement maturity in your organisation. A relevant health sector case study provides a context for the concepts taught and course learnings are reinforced through review questions at the end.

20. Managing Lean Health Care programs

This course explores essential elements and best practices of project and program management that can help teams successfully manage Lean programs in a health service organisation. It explains the relationship between project, program, and portfolio management, outlines the methodology of project management for Lean, and focuses on strategies for managing scope, documentation, risk, and communication. A relevant health sector case study provides a context for the concepts taught and course learnings are reinforced through review questions at the end.

21. Effective leadership and change management

The course explores the key leadership and change management skills required to successfully deploy, spread, and sustain Lean in a health service organisation. Change occurs before, during, and after any Lean implementation. The course introduces relevant leadership and change management concepts and provides a model, templates, and tools to successfully manage change on Lean initiatives. It also outlines strategies for resolving dysfunctional behaviors such as team conflict and change resistance. A relevant health sector case study provides a context for the concepts taught and course learnings are reinforced through review questions at the end.

22. Advanced Lean Health Care tools and practices

This course outlines and explains how to use Kano analysis and affinity diagrams to gather and use relevant patient/client and staff opinions and feedback in order to provide the basis for quality and service improvements. It also introduces data analytics and how it can support Lean in finding underlying trends and issues and help make effective and appropriate decisions. Finally, the course presents advanced Heijunka and standard work and how they are applied in various health settings. A relevant health sector case study provides a context for the concepts taught and course learnings are reinforced through review questions at the end.

17. Lean and six sigma in healthcare

Using health sector examples and applications, this course introduces the basic mechanism of Six Sigma: reducing variation and improving quality through statistical analysis and the DMAIC (Define-Measure-Analyze-Improve-Control) methodology. It explains foundational concepts and assumptions about how health service processes work, and how Six Sigma tools can reduce errors in those processes and their outputs. The course examines how the Six Sigma tools and method support Lean in streamlining processes, reducing waste, and increasing efficiency and patient/client satisfaction. A relevant health sector case study provides a context for the concepts taught and course learnings are reinforced through review questions at the end.

18. Sustaining and controlling improvements

This course surveys the key constituents of a Lean culture, and introduces tools and systems used by organisations to maintain improvements and continually strive for more. The course examines tools and practices such as leader standard work, huddles, Andon, control plans, performance audits, Lean documentation, and statistical process control (SPC). A relevant health sector case study provides a context for the concepts taught and course learnings are reinforced through review questions at the end.

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Lean Health Care | SYNOPSIS

Torres and Cape | Cairns | Townsville | Mackay

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