Lean Sigma Healthcare Champion

A significant portion of healthcare cost increases is due to operational inefficiency. Healthcare professionals have control of this factor. Inefficiency can be measured and changes implemented to improvelshealth quality. The implementation of a LEAN Sigma approach can provide more affordable and better healthcare for a large percentage of the population.

The MMTC’s LEAN Sigma Healthcare Champion is a comprehensive training program created especially for healthcare organizations. This program is vital for anyone who is serious about revolutionizing their healthcare organization. Each participant will learn many LEAN tools along with how and where to apply them to improve aspects of organizational performance. Course graduates receive a dual Certificate of Completion as a LEAN Healthcare Champion and Six Sigma Green Belt.

Program Sequence (9 Days of Training)

1 Introduction to LEAN:Through lecture and simulation, participants are exposed to key LEAN and Six Sigma concepts while performing the tasks typically encountered in an emergency room.
  • Modules focus on: the 8 types of waste, understanding variation, what is meant by Value-Added, Point of Use Storage, 5S Workplace Organization & Visual Management, Layout Analysis, Impact of Batch Size Reduction, Pull systems and Quick Changeover.
  • Introduction to Six Sigma: Participants learn about Six Sigma as a statistical measure, a business philosophy and a problem solving methodology.  Participants will gain understanding of the various roles of Six Sigma practitioners and  the 13 steps to DMAIC problem solving, and how it relates to LEAN.
2 Cultural Change Process:A LEAN/Six Sigma organization has a different culture than a traditional organization, and this presentation examines the differences and then explains what must be changed to formulate a new culture.
  • Hoshin Planning (policy deployment): This section of the class discusses how organizations need to align their mission, strategic direction and operational goals in order to provide clarity to the folks who do the work.
  • Six Sigma Project Selection: Covers what an organization must consider when defining an appropriate project, by focusing on the key concepts of a measurable Y, performance standards within an established process and variation.  Topics included SIPOC (Suppliers - Inputs - Process - Outputs – Customers) maps, Critical to Success factors (CTS) and Affinity Diagrams.
  • Six Sigma Project Charters: A project charter serves as the cement that holds any project together. Through this module the key elements of identification and agreement on problem statements, scope, goals and objectives are reviewed.
3 Value Stream/Process Mapping:Possessing the ability to “see the flow” of value through an organization is an essential skill for any LEAN practitioner.  Six Sigma focuses on eliminating variation from processes to improve outcomes.  In order to eliminate variation, Six Sigma practitioners must first understand that process.  Knowledge is gained through the creation of a current state map (of an example process) and then the development a future state map of how value should flow. Detailed mapping provides mechanisms for investigating and understanding processes, which in turn provides the insight needed to help identify and eliminate the existing of sources of variation.
  • Healthcare Metrics: Focus on what to measure and how to establish metrics that people can actually affect.  In addition to cost, these metrics include measure of time and quality, which can be impacted by front-line personnel as well as management.
4 Basic Statistics:Statistics play an integral part within Six Sigma problem solving methodology. This section concentrates on teaching basic statistical tools through hands-on, as well as lecture-based instruction.
  • Validation of Measuring Systems: Having bad data leads to poor decision making. This section teaches Six Sigma practitioners how to prove the reliability and repeatability of any measuring system.  Variable and attribute data agreement and measuring system analysis are the focus. Concepts are reinforced using various simulations.
  • Control Charts & Capability Studies: Six Sigma practitioners must understand the importance of control charts and capability studies in order to lead projects.  The teaching points are reinforced through  various hands-on simulations.
5 LEAN Data Analysis: Understanding how to analyze the current state using data is a key part of a successful LEAN journey.  This section concentrates on how to get a high-level snapshot of what is going on, rather than reams of data that contain little valuable information. 
  • A3 Problem Solving: A simple way to solve and communicate problems within an organization using a standardized format that encourages brevity, rather than information overload.
  • Focused Facility: One that has resources dedicated to a specific client, value stream, product, or service.  This section details how it is possible for a hospital to outperform smaller specialty clinics with the adoption of this approach.
  • Process Failure Mode Effect Analysis (PFMEA): By analyzing a process for potential failures, organizations can start to investigate their possible causes and severity, thus improving our overall quality.  This section focuses on how to analyze any process with an eye for the potential failures that can potentially add time and cost.
6 Statistical Tools: Statistical analysis provides the confident conclusions required to drive effective Six Sigma problem solving.  In this section, attendees are provided with a thorough introduction to the concepts of sound statistical experimentation practices, using such tools as: basic graphical analysis, hypothesis testing,  and ANOVA
correlation analysis.
7 Standard Work:Needed to create a baseline for continuous improvement, creating, writing, and maintaining Standard Work instructions are the focus of this module.  After introducing the concept of Standard Work and how it can eliminate duplication of effort and process variation, examples and exercises give the participants a firm grasp of how to use this powerful tool.
  • 5S and Visual Management: A well-organized and understandable workplace is the foundation for the implementation of LEAN systems.  Participants are introduced to visual management and how it can successfully create a workplace where thousands of messages concerning quality, productivity, schedules, and safety are accurately delivered every day. 5S is introduced as the LEAN tool for organizing and maintaining organization.
8 Quick Changeover:Participants will learn how inexpensive techniques can be implemented to achieve quick changeovers in areas such as the OR, ED, and patient rooms.  Techniques to measure, standardize, and reduce changeovers will be taught, with real life Healthcare examples to show the impact.
  • Poka-Yoke / Mistake Proofing: This is the core tool used by LEAN enterprises for achieving zero defects.  The goal of zero defects is explored, and examples of successfully implemented poka-yokes are shared.
  • Kanban Reorder Point Systems:  This session introduces the importance of using a pull philosophy instead of the typical push philosophies that are prevalent in a Healthcare system.  Kanban is a tool that triggers a material replenishment function, and will help eliminate shortages while reducing inventory.
9 DMAIC Kaizen: One of the most powerful tools in the LEAN toolbox, Kaizen events can compress months of improvement efforts into a few days.  Detailed, step-by-step instructions for planning and conducting a Kaizen event are given, backed up with many examples of real Healthcare Kaizen events.
  • Layered Process Auditing:  Recognized as an industry wide requirement, Layered Process Audits are taught from a manufacturing approach. How to translate and apply this technique in a hospital environment will be clearly demonstrated. This training program is designed to teach organizational management the philosophy, process and management of Layered Process Audits.

pdaFor more information about MMTC's Lean Sigma Healthcare Champion, contact us at 888-414-6682 or via email at inquiry@mmtc.org.

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Since 1991, MMTC has assisted Michigan's small and medium-sized businesses compete and grow. Through personalized services fitted to meet the needs of clients, we develop more effective business leaders, drive product and process innovation, promote company-wide operational excellence and foster creative strategies for business growth and greater profitability.

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