NMHS32280

Learning Outcomes:

On completion the candidate will be able to:
•understand the principles, philosophy, and benefits of process improvement sciences in healthcare
•distinguish between value-adding and non-value-adding elements in a process and categorise types of non value add in the process
•be able to apply well established technical and creative Lean, Six Sigma and person -centred techniques to solve well-defined and narrowly scoped process problems within his/her own organisation
•be able to work effectively as a leader of a cross-functional problem-solving team, taking responsibility for the work of team members demonstrating a proper appreciation of the importance of effective communication in managing organisational change
•engage with inter and multi disciplinary colleagues in a collaborative, inclusive and participative and person-centred way
•demonstrate, through successful completion of a narrowly scoped process improvement project, that the learner understands the discipline of specified improvement sciences and can deliver meaningful outcomes to patients, relatives and staff to be agreed as part of the project and/or patient benefit for the learner’s employer.

Indicative Module Content:

Day 1: Defining and understanding problems in healthcare/ Visualising complexity
Day 2: Measuring for improvement
Day 3: Data: - understanding, analysis and presentation.
Day 4: Planning for improvement - a platform for success.
Day 5: Monitoring the improvement.

Student Effort Hours:

Approaches to Teaching and Learning:

This modules uses a variety of different teaching strategies and activities. These include but are not limited to:
1.Whole-class instruction via lectures
2.Collaborative team based group work and creative assignments and activities
3.Overseen individual learning
4. Creative person-centred approaches to reflection
5. Team mentoring
6. Collection and collation of relevant clinical practice area data to inform root cause analysis

All approaches are collaborative and supportive of the student, their fellow students, colleagues supporting their project work and their organisation.

Requirements, Exclusions and Recommendations

Not applicable to this module.

Module Requisites and Incompatibles

Not applicable to this module.
 

Assessment Strategy

 

Please see Student Jargon Buster for more information about remediation types and timing. 

Feedback Strategy/Strategies

• Group/class feedback, post-assessment
• Online automated feedback
• Peer review activities

How will my Feedback be Delivered?

Not yet recorded.

LEAN ORIGINS

Womack, J.P., Jones, D.T., Roos, D. (1992) The machine that changed the world: based on the Massachusetts Institute of Technology 5-million-dollar 5-year study on the future of the automobile, New York: Rawson Associates.

LEAN SIX SIGMA TOOLS

George, M.L. (2005) The Lean Six Sigma pocket toolbook: a quick reference guide to nearly 100 tools for improving process quality, speed, and complexity, London, New York:McGraw Hill.

Jackson, T.L. (2009) 5S for healthcare, Boca Raton: CRC Press.

VALUE STREAM MAPPING (VSM)

Jackson, T.L. (2013) Mapping clinical value streams, Boca Raton: CRC Press.

LEAN TEAMS

Rath and Strong (2003) Rath & Strong's Six Sigma Team Pocket Guide, USA: McGraw-Hill.

LEAN HOSPITALS

Graban, M. (2016) Lean hospitals: improving quality, patient safety, and employee engagement, Third edn, Boca Raton: CRC Press, Taylor & Francis Group.

Fillingham, D. (2008) Lean healthcare: improving the patient's experience, Chichester, West Sussex: Kingsham Press.

PRACTICE DEVELOPMENT

Dewing, J., McCormack, B. & Titchen, A. (2014). Practice Development Workbook for Nursing, Health and Social Care Teams, GB: Wiley-Blackwell.

PDSA IMPROVEMENT

Langley, G.J., Moen, R.D., Nolan, K.M., Nolan, T.W., Norman, C.L., Provost, L.P. (2009) The improvement guide: a practical approach to enhancing organizational performance, 2nd edn, San Francisco, CA, Jossey-Bass.

Timetabling information is displayed only for guidance purposes, relates to the current Academic Year only and is subject to change.