NMHS43400

Learning Outcomes:

Indicative Learning Outcomes: On completion, the candidate will be able to:
• have a sound understanding of relevant process statistics and their application to expanding the boundaries of current knowledge within an existing healthcare facility
• have detailed knowledge and understanding of a wide range of problem-solving principles, tools and techniques and the manner in which these are combined in the overall pursuit of process improvement
• demonstrate the ability to draw conclusions from data through the use of analytical and/or statistical techniques
• be able to research healthcare process problems and solutions to identified issues, taking responsibility for their own learning in unfamiliar learning contexts
• be able to work independently or effectively lead a cross-functional team to solve complex healthcare process problems in the health systems setting

Indicative Module Content:

Day 1: Process Improvement using Six Sigma
Day 2: Process Improvement using Lean
Day 3: The 50,000 ft view of Process
Day 4: Measurement Systems Analysis and Statistical Process Control
Day 5: Process Capability

Student Effort Hours:

Approaches to Teaching and Learning:

Lectures
Peer review presentations
Self directed further learning
Workshops

Requirements, Exclusions and Recommendations

Learning Requirements:

NMHS32280 - Lean Six Sigma for Healthcare (Green Belt)

Learning Recommendations:

Experience with Basic statistics and computer programming

Module Requisites and Incompatibles

Pre-requisite:
NMHS32280 - Improving Process in HS


 

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
• Self-assessment activities

How will my Feedback be Delivered?

Lectures Class based group activities Presentations to peer group Peer review feedback using person-centred approaches Project review with assigned mentor Collaboration, Inclusiveness, Participation

Lean Six Sigma History

1.The Machine that changed the World (Womack, Jones and Roos, 2007)

2. The Toyota Way - (14 Management Principles from the World's Greatest Manufacturer (Jeffrey K.Liker, 2004)

3. A Brief History of the Toyota Production System (Jose Berengueres, 2017)


Lean Six Sigma tools

1. The Lean Six Sigma Pocket toolbook: A Quick Reference Guide to Nearly 100 Tools for Improving Quality and Speed (George et al, 2005)

2.5S for Healthcare (Thomas L. Jackson, 2009)

3.Lean Healthcare - Implementing 5S in Lean or Six Sigma Projects (Debra Hadfield, Shelagh Holmes, Tom Fabr, 2014)


Value Stream Mapping (VSM)

1.Value Stream Mapping for Healthcare - Simple Steps, Examples and a Practical Case Study (Spert and Ptacek, 2012)

2.Value Stream Mapping for Healthcare Made Easy (Cindy Jimmerson, 2009)

3.Mapping Clinical Value Streams (Lean Tools for Healthcare Series) (Thomas L. Jackson, 2013)


Lean teams

1. Rath and Strong's Six Sigma Team Pocket Guide (Rath and Strong, 2003)

2. Highly Effective Lean Teams (Candace and Ronald Buckley, 2012).

3.The Six Sigma Way Team Fieldbook: An implementation Guide for Process Improvement Teams (Pande et al, 2001)



Lean Hospitals

1.Lean Hospitals: Improving Quality, Patient Safety and Employee engagement, third addition (Mark Graban, 2016)

2.Lean Six Sigma for Hospitals: Improving Patient Safety, Patient Flow and the Bottom Line, second Edition (Jay Arthur, 2016)

3.Lean Healthcare: Improving the patients experience (David Fillingham, 2008)

4.Beyond Heroes: A Lean Management System for Healthcare (Kim Barnas, 2014)

5.On the Mend: Revolutionising Healthcare to Save Lives and Transform the Industry (John Toussaint and Roger Gerard, 2010)

6.Applying Lean in Healthcare (Joe Aherne, John Whelton, 2010)


Lean Service Industry

1.Lean Six Sigma for Service: How to Use Lean Speed and Six Sigma Quality to improve Services and Transactions

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