7 lean project team training relationship to project

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Exhibit 4.7. Lean Project Team Training Relationship to project: Lean training and experience is gained through participation in a Lean project’ Mode: In person Duration: 2 3 day RCE Training participants: Lean team members (approximately 8 10 people) Trainer: Lean facilitator internal to organization Topics covered: Lean principles, specific Lean tools used in RCE
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141 The entire quality training module is about 5 hours long, with 4 of the hours focusing on Lean. Though this training is optional, over half of the staff have completed this module, including most interviewees who participated in a Lean project. According to the CEO, the purpose of this module is to give staff a foundation on Lean for participating in Lean projects or assisting co- workers with Lean projects. Other Training When Lean was first introduced to the organization, a consulting organization trained senior-level staff and managers on Lean principles. This group also attended an outside Lean training event, where the Lean process was further expanded, and they visited another health care facility to see the Lean process. However, only two staff who participated in those early training sessions are still with Suntown Hospital. Process for Lean Projects All Lean projects at the hospital follow a similar process and generally revolve around an RCE. Most of the preparation and baseline assessment is included in the RCE, and little preparatory work is done prior to the RCE. Before the event, one person, usually the CEO, sends an email to the team (typically 8 10 people) describing the goal of the project. Suntown developed a 10-step process to implement the RCE. These steps, described in Exhibit 4.9, provide a structured process for all Lean teams to follow. After the RCE, Lean teams follow an action plan generated during the RCE. For issues and processes that are smaller in scope, involve only one department or unit, and are more focused, Suntown Hospital Center created a secondary process called the “quick” Plan -Do- Study-Act (PDSA). The quick PDSA follows Lean principles but is at the discretion of the department manager and usually lasts only a few hours. The quick PDSA involves a shorter process, including identification of the problem, a simple root- cause analysis (i.e., asking “why” five times to get to the root of the issue), generating/selecting a solution to the problem, implementing the solution, studying what happened, and finally, determining what to do next. Exhibit 4.8. Other training offered Leadership training when Lean is first brought to the organization with external consultant. Online quality module training available to all staff, but not required for Lean team participation. Describes principles and tools of Lean, as well as quality more generally.
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142 Exhibit 4.9. Lean Project Activities Pre-RCE Choose process Select team members Send email to team members RCE Step 1: Discuss priority process. Although the process is normally defined before the RCE, the
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