Our education experiences enable leaders to confidently drive the lean transformation of their organizations so they can deliver measurably better value to the patients, families, and communities they serve. Programs are developed and taught by faculty with extensive lean healthcare experience.

WorkshopsLanguageBeginnerAdvancedMD
Understanding Variation and Performance Management: Practical Applications of Dr. Deming's Red Bead Experiment English  
The Building Blocks of Enterprise Excellence: Accelerating Your Transformation with the Shingo Model English    
Creating a Lean Management System English    
Lean Go French  
Dynamique humaine comme levier pour une progression durable  French  

 


  

Understanding Variation and Performance Management: Practical Applications of Dr. Deming's Red Bead Experiment

 

In a Lean journey, organizations often introduce daily (or even hourly) performance metrics that are meant to drive change and evaluated performance. But, do you or your leaders find yourselves having to explain every bad data point in a chart, or any "red" data point that doesn't mean a goal or target? Does this "whack a mole" approach to management frustrate everybody involved, waste time, and get in the way of real improvement?

 

Dr. W. Edwards Deming used the “Red Bead Game,” which was created in 1982, in hundreds of seminars around the world for over a decade. Today, Mark Graban facilitates the exercise as something that will help any Lean transformation journey.

 

Volunteers from the audience will have a chance to play the game – which vividly illustrates and teaches how variation is to be expected any time you measure something in a process and that there can be different causes of this variation. As a result, the right management and improvement strategies are needed (depending on the cause of the variation being experienced). The game ends with a debrief and discussion.

 

In the full-day workshop, we will take a deeper dive into the creation and utilization of better performance tracking charts, based on control charts and “statistical process control” methods. Participants will get to do hands-on work with sample data sets and will be encouraged to bring some of their own charts and data to use and be coached on.

 

Learning Objectives

 

Through active participation in Dr. Deming’s “Red Bead Experiment” and discussion, after the workshop you will be able to:

 

  1.        Understand and differentiate between “common cause” variation (or noise in the system) and “special cause” variation (or a valid signal)
  2.        Better appreciate the fallacy of targets, slogans, and incentives in a system that is poorly designed
  3.        Get hands-on experience creating “control charts” from different data sets that would be typically used in a Lean healthcare transformation
  4.        Practice interpreting simple “control charts” to more appropriately evaluate performance over time
  5.        Discuss strategies for introducing this approach into an organization

Mark Graban

The Building Blocks of Enterprise Excellence: Accelerating Your Transformation with the Shingo Model

 

Is your organization “stuck” in a whirlwind of activity of tool utilization, struggling to sustain desired long-term behavior and performance results? This learning experience provides a practical method and a framework to accelerate world-class organization performance and operational excellence through the appropriate application of lean principles, systems and tools.  Participants will explore two architectural methods for improvement: 1. Tool-based architecture, and 2. Principle-based architecture.  Both are necessary in the evolution of culture.

 

Few organizations build on what they have previously learned – that tools alone are not enough, that people need to understand the ‘WHY’ behind the ‘HOW,’ or the “principle-based architecture” behind a lean transformation.   During this one-day program participants will learn from other healthcare organizations that are making this similar transition.  We will reflect on key questions such as:

 

How should we be achieving these results and with what behavior?

How do we sustain long-term behavior & performance results?

If champion leadership rotated to other areas, would there be backsliding of improvement gains?

 

In this session, you will discover the key concepts behind the Shingo model, which has guided lean transformation in many industries for more than 25 years, and is now being applied in healthcare. You will also understand why lean transformations are about more than the application of tools – they are about transforming the culture.

 

Learning Objectives

Through instruction, small group break out discussions, and group building activities, at the end of this workshop, attendees should be able to:

  • Describe the benefit of focusing on principle-driven behavior.
  • Identify and create key behavior indicators (KBI).
  • Discuss the evolution and integration of tools, systems, and principles.
  • Create a roadmap of next steps.

 

This workshop is best suited for organizations advanced in their journey. To get the most benefit from this course, you should already have embarked on a lean or operational excellence journey (e.g. lean, six sigma, TQM, etc.) and be ready to apply management-led operational excellence across the organization.

Jacob Raymer

Creating a Lean Management System

Is your organization struggling to sustain improvement gained through the application of lean principles? Are you facing challenges to implementing daily improvement and aligning work to strategic goals?

Managing a lean organization requires a different type of leadership and a shift from management-by-objectives to management-by-process. Applying the principles of lean, this system enables the adoption of management by process, regulates the flow of information from the front lines to senior leaders and back, fosters engagement of all employees in process improvement, and allows for daily coaching and teaching.  During this day and half-long session learn about the journey to develop the Lean Management System and obtain an in-depth overview of the purpose of each element.   Following this session, participants will be able to:

  • Explain the purpose behind each of the 10 ten interconnected components of a lean management system.
  • Describe how to cascade information effectively throughout the organization.
  • Identify how to create and sustain a system of continuous improvement aligned with strategic goals.
  • Discuss how employee coaching and mentoring can occur on a daily basis.
  • Build standard work for executives in gemba to support daily continuous improvement.

Prior to attending this workshop, we strongly recommend reading: Beyond Heroes, A Lean Management System for Healthcare

This workshop is best suited for clinical and nonclinical senior leaders with experience applying lean principles in their organizations

Patsy Engel

Lean Go

 

An interactive one-day introductory workshop focused upon lean fundamentals. 
You will 
become the employee of a firm that discovers it has lots of problems. You and your firm’s colleagues will have the opportunity to solve many of the firm’s problems with the application lean thinking and tools.

  

After the workshop you will be able to:

  1. understand how lean thinking can offer benefits for the patients and for quality, security, people, and finally financial goal (4 axes of the true north)
  2. understand the value of the visual management
  3. understand the project management and problem solving trough the A3 thinking
  4. identify wastes and causes
  5. understand and put principles and tools into practice
  6. define the leader’s roles

This workshop is best suited for beginners

Isabelle Labar

 

 

Anne-Laure Lovato

Dynamique humaine comme levier pour une progression durable

Les grandes transformations (lean ou autres) rencontrent de façon récurrente deux défis humains de taille : l’adoption (le fait d’accepter des nouvelles pratiques de gestion et ou opérationnelles, et de s’y engager) et l’ancrage (le fait de faire perdurer une fois la période de mise en place terminée).

Cet atelier vise à découvrir et comprendre quelques approches éprouvées qui visent à assurer une évolution en profondeur de l’état d’esprit et des comportements requis pour mettre en œuvre et assurer une progression durable de systèmes de gestion tels que le Lean. Ces approches dites de « Dynamique Humaine » sont la traduction concrète et exploitable dans le monde de l’entreprise de recherches en psychologie comportementale appliquée, et ont été utilisées avec succès dans de nombreux environnements différents.

Elles ont été élaborées et concrétisées pour être utilisables de façon simple et apporter des résultats tangibles

Bruno Machiels