Lean management principles have been used effectively in manufacturing companies for decades. In recent years, those same practices are proving to be successful in the delivery of health care. Lean thinking begins with driving out waste so that all work adds value and serves the customer’s needs. Identifying value-added and non-value-added steps in every process is the beginning of the commitment to Lean operations. In order for Lean principles to work, leaders must create an organizational culture that is receptive to this type of thinking. The commitment to Lean starts at the top of the organization and staff are involved in redesign processes to improve flow and reduce waste. This is what is happening in health care organizations today.
Health care differs in many ways from manufacturing, but there are many similarities as well. Employees rely on multiple, complex processes to accomplish tasks and provide value to the customer or patient. Waste of money, time or supplies decreases value. Health care organizations are striving to create and sustain quality processes that achieve delivery of better care and better health at a lower cost. An example of Lean Six Sigma in action is reduced waiting time in the waiting room. For these organizations, improving their teams is a continual process and there must be training support at each stage of team development. Leading organizations have turned to training partners such as Corporate College, a division of Cuyahoga Community College, to help their organizations overcome challenges, build employee capabilities, strengthen teams and produce business results.
One of the unique programs available for current and prospective health care workers is Lean Six Sigma Green Belt for Health Care. With the need for health care organizations to improve the bottom line and the patient experience, Lean Six Sigma is now customized to address operational issues that impact performance and productivity in the health care sector. Lean Six Sigma trained health care professionals work directly with cross-functional project leaders to carry out identified improvement projects using Lean Six Sigma methodologies within their organization. Health care organizations require employees that can think both operationally and strategically and have the skills to develop solutions to reduce waste, errors and costs while ensuring that quality standards meet customer expectations. “Our project-based program allows employees to immediately apply what they learn to their current job,” noted Corporate College Lean Six Sigma training experts.
Upon successful completion of the program, participants are certified as Lean Six Sigma Green Belts and able to implement all of the appropriate tools to lead independent local projects when necessary. This program blends traditional classroom instruction with online learning and assignments. Program topics include: understanding data and processes; calculating process based costs; organizing and presenting data; measures of central tendency and dispersion; and managing the project. Learning outcomes include: prepare, manage and lead Lean Six Sigma projects within an organization; organize, prepare, present and evaluate milestone reviews; measure ROI for projects; and support Black Belt leads in the implementation of improvement projects.
For more information on Lean Six Sigma programs for health care, visit www.corporatecollege.com/lss or call 216-987-0233.