Wave 2 included six projects wave 3 of lean training

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Wave 2 included six projects. Wave 3 of Lean training and projects occur. Trainings conducted by external consultant. Wave 3 included Cardio Followup and five other projects. Wave 4 of Lean training and projects occur. Trainings conducted by S&P staff. Wave 5 of Lean training and projects occur. Trainings conducted by S&P staff. Advanced Lean training offered by Quality Academy Lean integrated into corporate QI training institute anticipated 2011
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104 The first course offered by the parent organization’s corporate QI training institute was the training course on DMAIC. This is a 10-day course on total quality management (TQM), Lean tools and principles, Six Sigma, and aspects of project management and change management. In addition, the institute offers many other individual level courses to employees through traditional face-to-face classroom delivery and online training. Project based collaborative workshops organized around a specific topic, such as heart failure, are also held periodically. Training on quality management and process improvement is offered to employees, including physicians, through the parent organization’s training institute. Training is delivered by quality and process improvement practitioners, and largely resourced through the Quality Management Services Department, and the S&P Department at each site. Additional trainers are available from one of the campus as needed. Many of the senior leaders and management staff at Grand have attended the institute’s Teams’ training course and completed projects applying the DMAIC methodology. Classes and sessions continue simultaneously with the Lean training and projects at Grand. Many interviewees felt that the DMAIC principles were not identical to Lean, yet had a great deal of overlap. One Lean participant noted that Lean efforts were more concentrated and visible than those related to DMAIC. As such, they allow Lean project teams to focus on particular opportunities and solutions, and partly due to increased visibility, managers and senior leaders may be more supportive of these efforts. In addition to ongoing training, the medical clinic undertakes enterprise-wide priority projects that focus on core measures determined by the parent organization for all locations. Areas of focus in previous years have included obstructive sleep apnea, high-risk medications, and mortality. The enterprise priority projects are the main focus of the Quality Management Services Department. There were approximately 10 QI projects for Grand in 2010. Initiation of Lean at the Organization Prior Organizational Experience with Lean At the parent organization, Lean is viewed as a specific approach to streamlining care delivery processes and as a way to identify waste and define solutions within a larger context of QI. The organization as a whole became interested in expanded applications of Lean principles in late 2003, based on positive feedback and results obtained in pockets of the organization that implemented Lean to streamline their operations and improve the patient and staff experience.
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