Lean Training for Health Care

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1 Lean Training for Health Care

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3 Lean thinking originated in the automotive sector and is now at the forefront of all industries. It is especially valuable in the health care realm, where budgets are perennially tight and efficiency is thus vital. Lean gives the health care industry not just a set of tools to use and procedures to follow, but a comprehensive and integrated thought process, culture and system of benefits. The Ontario Hospital Association, in partnership with Leading Edge Group has developed a suite of Lean education programs to assist health care organizations develop and implement Lean initiatives. Leading Edge Group acts as a change agent for those organizations wishing to enhance services, increase quality and efficiencies and optimize resources. As a global leader in the provision of Lean consulting, training and education, Leading Edge Group has significant experience in the deployment of Lean in a variety of health care and non-health care settings. Given Leading Edge Group s expertise in the area of Lean and the Ontario Hospital Association s commitment to providing the health care industry with the very latest in professional development opportunities, this partnership brings to you a suite of programs that will prepare you to embark on your Lean transformation journey.

4 WHAT IS LEAN? LEAN IS INTEGRAL TO ORGANIZATIONS STRIVING TO REDUCE COST AND INCREASE EFFICIENCY Lean is a management philosophy and methodology that focuses on creating more value for clients and patients with fewer resources. It allows an organization to identify areas for process improvement by, eliminating waste, reducing inefficiencies, improving access flow, quality and safety and ensuring optimal utilization of all resources. A popular misconception is that Lean is suited only for manufacturing. However, this is not true. Lean can be applied to every process across any industry. As health care organizations strive to reduce cost and increase efficiency, these Lean concepts will become integral to their success. Lean is a principle that can be used in all areas and at all levels of a health care organization. It helps to empower employees by allowing them to make the necessary changes and look for ways to create efficiencies within their own area. 2 Lean Training for Health Care

5 GETTING STARTED EMBARK ON YOUR LEAN JOURNEY WITH A SUITE OF LEAN TRAINING PROGRAMS TO SUPPORT YOU ALONG THE WAY. There are a number of different options available for those interested in embarking on a Lean journey. The best place to start is with an introduction to Lean. To learn more about Lean tools and gain an understanding of how they can be used, the Lean Health Care Yellow Belt course is the perfect place to start. For those who are interested in developing the level of competency required to lead a Lean project within their workplace, the Lean Health Care Green Belt course will allow them to take on this role and develop the skills they need. This course also provides participants with a more advanced understanding and ability to apply Lean tools. The Lean Health Care Black Belt course is well suited to participants who have existing experience in applying continuous improvement and will have further responsibility for continuous improvement deployment in their organization. This course allows participants to develop the knowledge and skills required to introduce and oversee significant Lean changes at an organizational level. As this course explores advanced Lean tools, prior completion of the Green Belt course, or commensurate level of prior knowledge and experience, is required to undertake this program. Value Stream Mapping and 5S are core tools of Lean; participants who are interested in developing expertise in these areas can participate in a 1-day training program to expand on their learning, and further their knowledge of these key tools. Six Sigma is focused on identifying and minimizing or eliminating variation that leads to defects, quality issues and associated costs/risks in health care. The Yellow Belt in Six Sigma is ideal for anyone who has taken a Lean Yellow, Green or Black Belt course, and is interested in developing proficiency and expertise in Six Sigma. Lean Training for Health Care 3

6 LEARNING FORMATS The OHA s Lean courses are offered in three formats: online, classroom and blended. Online Learning The online Lean health care courses provide participants with a variety of video tutorials, e-learning modules, readings and course workbooks that allow participants to study the course material in-depth. The courses also allow peer-topeer networking and discussions through online forums. Participants are also paired with a Lean mentor who has significant experience in the application of Lean and is available to support students throughout their Lean journey. The online courses allow participants to complete the course at their own pace, at home or at their place of work. It is an ideal program for those who enjoy self-directed learning. It is also advantageous for those who are unable to attend the classroom trainings which are held throughout the year in Toronto. Classroom Learning The Lean health care courses that are delivered in-class, allow participants to tap into the knowledge and expertise of qualified Lean trainers. In addition to working through the course materials, participants also have the advantage of having an experienced trainer present, who can answer questions and share their knowledge and experiences on implementing Lean projects. The classroom training is ideal for individuals who enjoy having more direction in their learning. Participants within the classroom also benefit from group activities which have a practical focus, where they can network and discuss Lean topics with other participants. PROGRAM LEADERS AND MENTORS The Lean health care course program leaders and mentors come from a variety of extensive backgrounds working within the health care industry. Featuring a group of senior health care professionals whose experience range from directors of critical care services, registered nurses, and consultants, these program leaders and mentors carry extensive knowledge in a variety of fields. These fields include: outpatients, emergency departments, inventory management, value streaming, managing teams and projects within the health care and manufacturing industries, and software applications. Additionally, they have worked heavily in the field of Lean health care, from developing a Provincial Model Patient Service Centre concept, to facilitating numerous webinars and workshops including Lean executive overviews, project selections, and Lean strategy deployment/hoshin Kanri planning. The program leaders and mentors that deliver the OHA s Lean health care programs have significant experience in delivering Lean facilitation and training at all levels across a variety of health care organizations and are able to provide valuable insight on all aspects of Lean health care. For program leader information visit Blended Learning The blended courses bring together both online and classroom learning. Participants can realize all the benefits of working together with a group in the classroom, and tap into the expertise of a Lean trainer, while taking advantage of selfdirected learning as they implement their project and prepare for their online final examination. The blended courses are self-paced but also have learning milestones, set within the classroom, which can help provide structure. 4 Lean Training for Health Care

7 CERTIFICATE At the end of each Lean education program participants will receive a Certificate from the Ontario Hospital Association. For the Lean Yellow, Green and Black Belt and Six Sigma Yellow Belt programs, participants will need to complete the requirements for the program and pass the assessment criteria in order to receive the certificate. For the Value Stream Mapping and 5S for Health Care courses, there is no formal assessment process and therefore participants will receive the OHA s Certificate upon completion of the course. In addition to the OHA s certificate, participants have the option to receive a certificate from the Irish Institute of Industrial Engineers for an additional fee. The Institute of Industrial Engineers (IIE) is a professional and qualifying body for those involved in Industrial Engineering concepts including Lean and Six Sigma. The Institute is recognized by Government, Unions and Education Organizations in Ireland and is an international certifying body. The IIE certification option provides participants with the opportunity to gain non-industry specific, formal international recognition of their achievements in successfully completing their Lean Belt program. REGISTRATION Registration for all Lean education programs must be completed online. For in-class programs visit to determine the next available date. For online programs visit to register and get started immediately. Online Cohorts Those who register for the online program have the option of registering as part of an online cohort. This option offers students added support built in through mentor led teleconferences, webinars and added opportunities to share with, and learn from, others enrolled in the online course. For online cohort dates visit Lean Training for Health Care 5

8 LEAN HEALTH CARE YELLOW BELT IN CLASS The Lean Health Care Yellow Belt course is the essential first step to understanding Lean health care tools, practices and concepts. This certification program provides participants with a comprehensive overview of the principles of Lean health care. It also outlines and demonstrates the essential Lean tools and practices that can be applied to decrease costs, increase efficiency and quality of service, and improve patient and employee satisfaction. The Lean Health Care Yellow Belt program aims to create not only a basic level of awareness of Lean and its core tools and practices, but also an understanding of the benefits that can be achieved through utilizing Lean health care best practices. Learning Objectives Gain an understanding of Lean and its applicability across the health care continuum Gain an understanding of what Lean means to you and your organization Develop an understanding and basic proficiency in using core Lean health care tools and practices The program consists of the following topics: Introduction to Lean Lean Thinking and Principles Health Care Waste The 8 Deadly Sins Value Stream Mapping (VSM) Layout Improvements and Kanban Kaizen Introducing Visual Management 5S Organizational Development Standard work, mistake proofing and single piece flow Lean Health Care Implementation Roadmap Practical Application Case studies, classroom exercises and breakout sessions are included to enable participants to fully understand and apply the learning in an interactive workshop environment. Course Duration 2 Days Assessment and Certificate Participants must successfully complete a one-hour multiple choice examination in order to receive the Lean Health Care Yellow Belt certificate from the Ontario Hospital Association. Participants also have the option of receiving an Institute of Industrial Engineers (IIE) Certificate awarded by the Irish Institute of Industrial Engineers a globally recognized certifying body. 6 Lean Training for Health Care

9 LEAN HEALTH CARE YELLOW BELT ONLINE The Lean Yellow Belt online course is a self-paced program that provides participants with an overview of the basic principles of Lean Thinking. It outlines the essential Lean tools and practices that can be applied within a health care organization to increase service efficiency and quality, improve satisfaction and reduce waste. The Lean Yellow Belt program aims to create not only a basic level of Lean awareness, but an understanding of the benefits that can be achieved by following Lean best practices. This program is typically delivered to staff who are/will be actively involved in cross functional teams deployed to implement Lean. Learning Objectives Gain an understanding of Lean and its applicability across the health care continuum Gain an understanding of what Lean means to you and your organization Develop an understanding and basic proficiency in using core Lean health care tools and practices The program consists of the following topics: Introduction to Lean Lean Thinking and Principles Health Care Waste The 8 Deadly Sins Value Stream Mapping (VSM) Layout Improvements and Kanban Kaizen Introducing Visual Management 5S Organizational Development Standard work, mistake proofing and single piece flow Lean Health Care Implementation Roadmap Features This online program includes video tutorials on six topics as well as required readings and case studies. Participants undertake an interactive case study whereby they apply the concepts taught in a real world health care scenario. An online quiz is provided for each topic to help gauge learning. Participants also receive access to an online mentor who will provide subject matter expertise and support throughout the program, as well as feedback on the case study undertaken. Additional resources including videos, a Lean glossary and Lean tools and templates are also provided. Course Duration 2 months (with 2-3 hours of study per week) Assessment and Certificate Participants must successfully complete a one-hour multiple choice examination in order to receive the Lean Health Care Yellow Belt certificate from the Ontario Hospital Association. Participants also have the option of receiving an Institute of Industrial Engineers (IIE) Certificate awarded by the Irish Institute of Industrial Engineers a globally recognized certifying body. Lean Training for Health Care 7

10 LEAN HEALTH CARE GREEN BELT ONLINE The Lean Health Care Green Belt program develops an understanding of Lean and its effective application in health care. It is focused, not only on developing competence in deploying Lean tools and techniques, but also in facilitating an improvement project. Participants have the opportunity to target an area within their organization and leverage their learning to initiate quantitative and qualitative improvements. The online format offers continuous enrolment and can be undertaken at any time. Participants receive 6-month access to a Learning Management System portal. There, they can login at their convenience and launch each session, take prep exams, access online resources including recorded webcasts, interact with fellow participants, and receive expert mentoring. Participants can also access and download a hardcopy workbook with program content. The program consists of the following topics: Introduction to Lean Applying Lean in Health Care Lean Health Care Tools and Practices I: Improving Process Flow Lean Health Care Tools and Practices II: Reducing Variation and Improving Quality Value Stream Mapping Kaizen 5S Implementing Lean and Six Sigma in Health Care Managing Change Resistance The Roadmap to Lean Implementation Benefits Immediate entry to a flexible self-paced program that can be completed over a time period suitable to your specific requirements Apply the Lean health care tools and techniques while achieving a recognized Lean certificate from the OHA Immediate practical application through the requirement to implement an improvement project as part of program assessment Gain the ability to achieve significant process improvements for the benefit of patients and staff Develop a common language and standard for Lean Features Recorded Web Presentations Downloadable Participant Workbook Peer and Mentor Lean Discussion Supplementary Lean Resources Expert Mentoring Course Duration 6 months (with 3-5 hours of study per week) Mentors are assigned to provide students with the necessary support to ensure they successfully progress through the program and complete it within the allotted timeframe of six months. With the program being self-paced, there is no mandatory timeline for completing the deliverables. It is estimated that approximately 3-5 hours of study per week would be required to complete this course within 6 months. This covers the course review, project and exam completion. The time involved in completing the project can vary. However, the bulk of the project time is obviously expended as part of the normal working day as the focus can align with existing/upcoming initiatives. Assessment and Certificate In order to receive the Lean Health Care Green Belt Certificate from the Ontario Hospital Association, participants are assessed through a final exam and a Lean project. These components are each worth 50% of the total course mark. The final exam tests participants on an awareness, understanding and application of the material which is covered throughout the course, and also requires them to apply their Lean knowledge to a case study. The marking criteria for the project include demonstrating understanding and applying concepts taught to achieve qualitative and quantitative improvements within the process they have selected. Participants also have the option of receiving an Institute of Industrial Engineers (IIE) Certificate awarded by the Irish Institute of Industrial Engineers a globally recognized certifying body. 8 Lean Training for Health Care

11 LEAN GREEN BELT BLENDED LEARNING The Lean Health Care Green Belt program develops an understanding of Lean and its effective application in health care. It is focused, not only on developing competence in deploying Lean tools and techniques, but also in facilitating an improvement project. Participants have the opportunity to target an area within their organization and leverage their learning to initiate quantitative and quantitative improvements. The program consists of the following topics: Introduction to Lean Applying Lean in Health Care Lean Health Care Tools and Practices I: Improving Process Flow Lean Health Care Tools and Practices II: Reducing Variation and Improving Quality Value Stream Mapping Kaizen 5S Implementing Lean and Six Sigma in Health Care Managing Change Resistance The Roadmap to Lean Implementation Benefits Flexible self-paced program that can be completed over a time period suitable to your specific requirements Structured in-class instruction led by an experienced Lean trainer providing the opportunity for face-to-face interaction Group activities will provide practical focus and allow participants to network and discuss Lean topics with fellow participants from different health care organizations and jurisdictions Apply the Lean health care tools and techniques while achieving a recognized Lean certificate from the OHA Immediate practical application through the requirement to implement an improvement project as part of program assessment Gain the ability to achieve significant process improvements for the benefit of patients and staff Develop a common language and standard for Lean The blended learning (classroom and online) format is offered twice a year. Participants receive full online access and attend five classroom tutorial days. The classroom tutorials explore in detail the program content and how it relates to the participant and their organization, while supporting and focusing on various aspects of the Green Belt improvement projects being undertaken by participants as part of the program. Each classroom day will allocate time to discuss Green Belt project work outlining structural and submission requirements, advising on a suitable approach for selecting, implementing and sustaining projects, etc. Participants will be expected to present update reports on projects to the trainer and fellow participants during the program. Relevant acute and non-acute care case studies and examples are used throughout, to provide contextual relevance to concepts taught. Participants are provided with the opportunity to practice deploying relevant Lean tools, while role play exercises are incorporated to develop Green Belt facilitation skills. Course Duration 6 months online (with 3-5 hours of study per week) plus 5 days in-class Assessment and Certificate In order to receive the Lean Health Care Green Belt Certificate from the Ontario Hospital Association, participants are assessed through a final exam and a Lean project. These components are each worth 50% of the total course mark. The final exam tests participants on an awareness, understanding and application of the material which is covered throughout the course, and also requires them to apply their Lean knowledge to a case study. The marking criteria for the project include demonstrating understanding and applying concepts taught to achieve qualitative and quantitative improvements within the process they have selected. Participants also have the option of receiving an Institute of Industrial Engineers (IIE) Certificate awarded by the Irish Institute of Industrial Engineers a globally recognized certifying body. Lean Training for Health Care 9

12 LEAN HEALTH CARE BLACK BELT The Lean Health Care Black Belt course is the highest distinction available in the realm of Lean Health Care. Black Belt holders are a key ingredient for organizations striving to deploy a Lean philosophy and culture. This course provides holders with the advanced Lean tools to help transform their organizations to world-class status, as well as the opportunity to communicate with Lean practitioners and experts around the globe. This program is aimed at senior management, administrative professionals, doctors, nurses, consultants, and other health care professionals who have responsibility for quality or continuous improvement within their organization. The Black Belt program objective is to provide participants with a practical application of Lean tools and techniques within the health care sector. It helps develop the appropriate process improvement, leadership, and project management skills to drive the changes that are necessary for a successful Lean transformation. LEAN BLACK BELT IS THE HIGHEST DISTINCTION IN THE REALM OF LEAN HEALTH CARE. FOR ORGANIZATIONS STRIVING TO DEPLOY A LEAN PHILOSOPHY AND CULTURE, LEAN BLACK BELT HOLDERS ARE A KEY INGREDIENT. Content Overview The program consists of the following four modules and an in-house project: 1. Lean Health Care Strategic Planning and Implementation This module aims to outline and explain the steps involved in developing a strategic plan for Lean implementation in a health care organization using the Hoshin Kanri planning methodology. It also explains the role of rapid improvement events in implementing Lean health care solutions and gaining the quick wins that are vital in promoting an overall Lean transformation. The module explores how to prepare for these events and how they should be implemented to ensure optimal success. It also outlines and explains appropriate techniques for quantifying and measuring the success of Lean health care implementation projects. Finally, the module explains how to sustain early successes and ensure Lean becomes embedded as part of the overall culture of the organization. 2. Managing Lean Health Care Projects This module focuses on the fundamental concepts of project management an essential element in ensuring that any Lean health care transformation is successful. Basic principles, tools and techniques used in managing projects as well as the role of the project manager are addressed. Important concepts in project planning and implementation are illustrated and participants practice project management planning. The Project Management Institute s Project Management Body of Knowledge (PMBOK) serves as a guide for key project management terminology and process descriptions. 10 Lean Training for Health Care

13 3. Effective Leadership and Change Management Leadership and change management are combined in this module to give the student the ability to create a new vision of what could be, and turn it into a plan that the organization can execute and make a reality. The module provides a broad understanding of the key elements of leadership effectiveness and their impact on team/organizational performance. It also covers leadership intelligence the ability to manage oneself as well as relationships with others. The module also focuses on negotiation and influencing others in situations where no formal authority exists. These, combined with an effective change management plan, can help create the case for a new burning platform and rally the organization to deliver solutions to address organizational needs. 4. Advanced Lean Health Care Tools and Practices This module provides a refresher introduction to the concept of Lean Thinking and explains its associated principles and benefits as applied to the health care sector. It provides a detailed explanation on how to gain a thorough understanding on patient and staff perspectives in order to accurately define what value is in a health care process. The module explains how to use advanced Lean health care tools and practices, to deliver this value in the most efficient manner, through optimizing process flow and capacity and improving workplace organization. Program Prerequisites Completion of the Lean Health Care Green Belt Course OR Relevant prior knowledge of and exposure to continuous improvement Relevant primary degree or recognized professional qualification; 2-3 years relevant health care experience; and Two references from appropriate signatories in the candidate s organization Please note: Participants who have not completed the Lean Health Green Belt program must complete a Fast Track application in order to be assessed on their previous Lean education and professional experience. Course Duration 12 months (with 5-7 hours of study per week) Mentors are assigned to provide students with the necessary support to ensure they successfully progress through the program and complete it within the allotted timeframe of nine months. It is estimated that approximately 5-7 hours of study per week would be required to complete this course in 12 months. This covers the course review and module assignment completion and submission. The time involved in completing the project can vary. However, the bulk of the project time is obviously expended as part of the normal working day as the focus can align with existing/ upcoming initiatives. Assessment and Certificate Participants are required to submit 4 assignments, and participate in 4 discussion forums, each of which focuses on the participants understanding of the different Lean modules. They are also required to complete a final project, which must introduce a significant and strategic improvement at the organizational level of their workplace, that brings about a cost saving/avoidance of $100,000 or an improvement of a similar scope. Participants must demonstrate an advanced understanding, application and analysis of the tools they use, and are required to show competence in leading larger continuous improvement projects. Upon successful completion of course requirements, participants will receive the Lean Health Care Black Belt certificate from the Ontario Hospital Association. Participants also have the option of receiving an Institute of Industrial Engineers (IIE) Certificate awarded by the Irish Institute of Industrial Engineers a globally recognized certifying body. Lean Training for Health Care 11

14 SIX SIGMA HEALTH CARE YELLOW BELT This two-day program provides an opportunity for participants to examine health care processes and learn ways to improve them through the application of Six Sigma methods. Six Sigma focuses on enhancing the quality of processes by identifying and eliminating variation and errors that exist therein. This course will focus on how Six Sigma can be applied across the health care continuum to identify process variations that lead to defect errors, quality issues and associated costs. It will also focus on the effective use of data to drive and enhance quality patient outcomes. Through this course, participants will gain fundamental knowledge in using the key tools and practices associated with Six Sigma such as DMAIC, basic statistical tools and data collection/analysis. They will also learn how to identify and eliminate variation in health care processes and measure the capability of common processes. The program is delivered over two days and includes practical examples, case studies, exercises and games to demonstrate and practice the applicability of Six Sigma across the health care continuum. Additional resources including a Six Sigma glossary and basic templates are also provided. Learning Objectives Develop an awareness of what Six Sigma can achieve in health care settings Gain an understanding of how Six Sigma is used in health care as a performance improvement tool Identify and analyze variation in health care processes and data Identify and effectively apply statistical tools used in Six Sigma projects Program Content Introducing Six Sigma What is a Process? Applying Six Sigma in Health Care Define-Measure-Analyze-Improve-Control (DMAIC) Roadmap Cost of Poor Quality Gathering Data Introduction to Six Sigma Tools Mapping and classifying tools; counting and measuring tools; run and control charts Course Duration 2 Days Assessment and Certificate Participants must successfully complete a one hour multiple choice examination in order to receive the Six Sigma Health Care Yellow Belt certificate from the Ontario Hospital Association. Participants also have the option of receiving an Institute of Industrial Engineers (IIE) Certificate awarded by the Irish Institute of Industrial Engineers a globally recognized certifying body. SIX SIGMA FOCUSES ON ENHANCING THE QUALITY OF PROCESSES BY IDENTIFYING AND ELIMINATING VARIATION AND ERRORS THAT EXIST THEREIN. 12 Lean Training for Health Care

15 LEAN HEALTH CARE VALUE STREAM MAPPING This one-day workshop provides in-depth instruction on value stream mapping and its suitable application in acute and non-acute care health care settings. Through the use of relevant health care case studies and practical exercises, participants will learn how to plan for and implement, value stream mapping within their organization to achieve standardized and sustainable improvements. Value stream mapping (VSM) is a diagnostic tool/methodology to differentiate those processes that add value and reduce costs, from those that generate waste and ultimately reduce customer satisfaction. VSM provides a method for visualizing the flow of patients, services, materials, and information throughout an organization, while graphically illustrating elements of waste along the way. Learning Objectives Learn and apply the principles of value stream mapping Develop and analyze a current state map of a specific process Develop the ideal or future state map for a specific process Develop an effective plan to realize future state improvements Learn and apply effective Gemba techniques Use the A3/Kaizen methodology to create fulfillment plans Learn how to report up and out Recognize and distinguish between wastes in health care processes Program Content Lean refresher and value stream mapping introduction, including types of waste, value, flow and pull Value stream mapping versus process mapping Overview on the steps involved in VSM implementation Effective VSM preparation to prevent getting bogged down in preparation Defining the process to be mapped Creating a value stream current state map Gemba the importance of going to see for yourself Data and information gathering techniques Really seeing the current state with its bottlenecks and sources of waste Using tools to analyze the current state value stream map Introducing and explaining the concepts, tools, and practices that will be used to create a future state; including Pareto diagrams, A3 reports and Kaizen (Plan-Do-Check-Act) blitzes Creating the value stream future state map Modifying current state information to improve process flow and quality Adding lightning strikes/kaizen opportunities Recalculating value-added and non-value-added times Developing appropriate plans to realize the future state Identifying and prioritizing the key actions to work on in order to successfully realize the opportunities and drive sustainable improvements Gaining consensus and establishing accountability, such as standard work Developing a tracking and reporting mechanisms VSM has a number of advantages: Enables an organization to understand its current processes Creates a vision of what is achievable for the organization with quantifiable gains Provides a framework and impetus for implementing improvements Creates a rallying point around which you can really start your Lean journey Enables an organization to visualize patient journeys or pathways Value Stream Mapping can be used to understand the opportunities that exist in any process whether transactional or operational. It has proven to be an effective tool in creating improvements and efficiencies across the health care continuum, including: Diagnostic imaging Processing laboratory specimens Metabolic carting Processing mammography unit imaging results Pre-analytical handling of blood samples Operating room turnaround time Elective surgery booking HR scheduling Course Duration 1 Day Certificate Upon completion of the one-day workshop, participants will receive the Lean Health Care Value Stream Mapping certificate from the Ontario Hospital Association. Lean Training for Health Care 13

16 5S FOR HEALTH CARE This one-day workshop provides a number of techniques and activities aimed at removing waste from the workplace by means of improved workplace organization, visual communication and overall cleanliness. The activities are focused on cleaning and organizing the workplace to enable staff members to carry out their daily tasks in as efficient a manner as possible and ensuring an ongoing standard to sustain improvements made. This in-depth workshop enables participants to lead a successful implementation of 5S and focuses on a structured step-by-step approach to implementing and sustaining 5S. Participants will partake in a simulation exercise to practice the concepts taught, and learn through examples from other health care deployments of 5S. As part of the program, participants will also receive worksheets and templates for ongoing use when implementing 5S in their own work areas. 5S is a tool or approach from the Lean methodology that: Focuses on identifying the purpose of a work area, removing everything that does not serve that purpose and finding a suitable place for all items Arranges the area for the most efficient layout to support the relevant activities that should take place there Cleans and checks the entire workplace and all equipment Develops standard procedures to maintain an orderly and safe work area Develops standard systems to monitor and ensure that the new layout is constantly maintained Embraces staff involvement, empowerment and ownership of change Supports efficient care delivery, the elimination of waste and introduction of standard processes with minimal variation The following are examples of the type of improvements that can be achieved in health care through the successful application of 5S: Saving clinicians time having to find supplies Reducing staff frustration and dissatisfaction from time wasted trying to find items Streamlining administrative processes Decreasing medication errors Creating extra space and capacity by utilizing work areas and layouts more efficiently Saving/avoiding costs by establishing relevant stock levels and not holding excess or expired inventory and supplies Improving cleanliness and safety levels, thereby enhancing infection control Program Overview Introducing 5S and its benefits in health care Planning for a 5S initiative 5S Steps Executing 1S to 3S (Sort, Set-in-Order and Shine) Developing standardized tools and methods to maintain changes Developing a sustainability plan and accountabilities Conducting a 5S audit A Sixth S: Safety Replicating and rolling out 5S across an organization 5S Simulation Course Duration 1 Day Certificate Upon completion of the one-day workshop, participants will receive the 5S for Health Care certificate from the Ontario Hospital Association. 14 Lean Training for Health Care

17 Learn More For more information about each of the OHA s Lean education programs, visit where you can access a range of videos that will further explain the concepts and importance of lean in the health care setting. If you are interested in hosting a Lean Health Care course at your facility please contact the OHA s Educational Services department for more information. The OHA looks forward to supporting you through your Lean journey. Contact For In-Class Lean Programs Marisa Violante ext 1309 mviolante@oha.com For Online Lean Programs Candace Simas ext 1586 csimas@oha.com Lean Training for Health Care 15

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