Learning Outcomes:

The student will demonstrate the ability to:

• confidently lead, engage in and successfully resolve complex healthcare process problems in their clinical and organisational manifestations and communicate their resolution effectively through the rigorous application of process improvement methodologies;

• apply process improvement principles, concepts, techniques and advanced problem-solving skills in a variety of contexts in the healthcare environment to deliver a comprehensive, evidence-based project aligned with organisational strategy;

• explore and research innovative approaches to building upon the Lean, Six Sigma, Lean Six Sigma and Person-centred body of knowledge in relation to effecting real sustainable change through healthcare-related projects;

• work independently or effectively lead a cross-functional team to solve complex process problems in the healthcare setting;

• demonstrate the ability to overcome resistance to change in an organisation through effective communication, stakeholder engagement and influence to deliver sustainable change;

• write a a clear, concise, cogent, comprehensive and comprehensible report of their project that contextualises their learning within the other programme modules and shows a high degree of reflection in and on the student's practice as a process improver, Lean Six Sigma practitioner and change agent.

Indicative Module Content:

Day 1: Defining a Process.
Day 2: Measurement for Improvement.
Day 3: Analysis - understand, interpret, present and use data.
Day 4: Improve and Control - Sustainability of Project goals.

Student Effort Type	Hours
Lectures	24
Tutorial	6
Practical	162
Computer Aided Lab	8
Specified Learning Activities	90
Autonomous Student Learning	110
Total	400

Not applicable to this module.

Pre-requisite:
NMHS32280 - Improving Process in HS


 

Assessment Strategy  

Description	Timing		Component Scale		% of Final Grade
Assignment: Case study: Lean Six Sigma Advanced Case Study from the health system	Varies over the Trimester	n/a	Graded	No	15
Assignment: Final Project Capstone Report.	Coursework (End of Trimester)	n/a	Graded	Yes	30
Presentation: Project Capstone presentation: Project oral presentation (involving a data presentation based on the project from Define to Control phase)	Coursework (End of Trimester)	n/a	Graded	Yes	35
Assignment: Complex Value stream map of assigned clinical area “as is”, identifying non-value added activities (NVA), and highlighting improvement opportunities (2000 words)	Week 12	n/a	Graded	Yes	20

 

Remediation Type	Remediation Timing
Repeat (CFP)	Within Three Semesters

• Feedback individually to students, post-assessment
• Group/class feedback, post-assessment
• Online automated feedback
• Peer review activities
• Self-assessment activities

Feedback on Assignments will be via online automated feedback to individual students. Overall feedback will be given at group level. Self assessment and peer review activities will also be components of this module. Feedback using person-centred approaches.

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

Name	Role
Professor Martin McNamara	Lecturer / Co-Lecturer

Year Long (12 months - Sep)
Online Learning	Offering 1	Week(s) - 12, 21, 29, 38	Mon 10:00 - 15:50