Online Lean Healthcare Training Corporate Packages

Online Lean Healthcare Training Corporate Packages

Develop your organisation’s capability to deploy, manage and coach Lean internally.

Why have over 10,000 health professionals from major organisations such as Northern Queensland PHN and Brisbane South PHN completed an LEI Group Lean Healthcare Training Program?
This is because the skills and expertise they have acquired through our programs have proven to deliver ROI of up to 80%, whether it’s reduced waiting times or increased access to key health services.

Due to the unprecedented level of demand for our Lean Healthcare Training Programs, we are now offering organisations access to our full range of online Lean Healthcare training courses and resources to make available to your own staff and teams to study, practice and learn.

Our corporate packages also provide your existing internal Lean staff with the content to coach and mentor employees, thereby reducing the reliance on external support and enabling your organisation to expand capacity in a more cost-effective manner.

All courses are delivered 100% online and structured to fit the demanding schedules of your busy workforce. Different packages are available based on the number of required users.

Please fill out the form to request pricing information and further details about our corporate packages.

You can download our brochure here.

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Course Listing

Our corporate packages consist of 22 online courses that cover the relevance of Lean and its application across the entire health sector for every learning level – beginner, intermediate, practitioner and expert. All of our courses are developed and delivered by Lean Healthcare experts and accomplished clinical experts, and are aligned to certified White, Yellow, Green and Black Belt levels of learning.

Level: Beginner

 

Introducing Lean for Health Services

1. Introducing Lean

This course provides a high-level view of Lean, its core values, benefits for the organisation and its brief history. The course also introduces the need and application of Lean in the health sector to address key challenges. A relevant health sector case study provides a context for the concepts taught and course learnings are reinforced through review questions at the end.

2. Lean Principles

This course defines and explains the five Lean principles and discusses how Lean organisations in the health sector can create value. A relevant health sector case study provides a context for the concepts taught and course learnings are reinforced through review questions at the end.

3. Applying Lean in Healthcare

This course introduces the costs and quality issues associated with modern day health service delivery. It identifies the benefits associated with implementing Lean to address key health service challenges. Finally, the course outlines and explains the main steps involved in implementing Lean in any health setting. A relevant health sector case study provides a context for the concepts taught and course learnings are reinforced through review questions at the end.

4. Identifying Wastes

This course explores the concepts of value-added and non-value-added, or waste, by providing examples of how activities can be viewed through the lens of the patient or client. Gemba is introduced as a method for the identification of waste. The eight types of waste that can occur in the health sector are defined and described. A relevant health sector case study provides a context for the concepts taught and course learnings are reinforced through review questions at the end.

Level: Intermediate

 

Understanding and Practicing Lean

5. Lean Healthcare Tools and Practices

This course introduces value stream Mapping, standard work, 5S, and visual management and how each is applied across a variety of health settings. The course offers a real life case study involving LEI Group consultants applying some of these tools at a large primary care clinic to increase its efficiency and productivity, and to meet patient needs. A relevant health sector case study provides a context for the concepts taught and course learnings are reinforced through review questions at the end.

6. Kaizen Approach to Healthcare

The course outlines the requirements for an efficient rapid improvement (Kaizen) event and describes the benefits that a successful Kaizen event can offer for health service organisations. A relevant health sector case study provides a context for the concepts taught and course learnings are reinforced through review questions at the end.

7. PDSA and A3 Thinking in Lean Healthcare

This course presents PDCA, or more appropriately PDSA in the health service context, and A3 as a structured improvement method used by health service providers. The course introduces these tools and presents several examples of their application in implementing change, solving problems, and continuously improving processes in the health sector. It also covers two important team aspects to achieve these goals – communication and basic project management. A relevant health sector case study provides a context for the concepts taught and course learnings are reinforced through review questions at the end.

8. Problem Solving in Lean Healthcare

This course introduces problem solving frameworks applied to health services. A number of problem solving tools such as the five whys, root cause analysis, fishbone diagram, and brainstorming are explored in the course. A relevant health sector case study provides a context for the concepts taught and course learnings are reinforced through review questions at the end.

Level: Practitioner

 

Planning for and Implementing Sustainable Improvements

9. Planning for and Initiating a Lean Activity

This course focuses on identifying improvement opportunities in your organisation; understanding the value chain; identifying patients and clients, and what is important to them; and project initiation activities. Tools such as SIPOC, the voice of the customer (VOC), and critical to quality (CTQ) are introduced. The course also outlines the key steps involved in developing a project charter and securing alignment with project stakeholders. A relevant health sector case study provides a context for the concepts taught and course learnings are reinforced through review questions at the end.

10. Managing Change in Lean Implementation

This course explains how to understand change and how best to manage it during and after a Lean Implementation. It explains the roles of communication, team building, and leadership in managing the resistance to change that can occur in any Lean implementation project. A relevant health sector case study provides a context for the concepts taught and course learnings are reinforced through review questions at the end.

11. Demand, Data Collection, and Analysis

This course introduces the methods and components of data collection, as well as several analytical techniques that enable pattern recognition and trend analysis in the health sector. A relevant health sector case study provides a context for the concepts taught and course learnings are reinforced through review questions at the end.

12. Value Stream Mapping in Healthcare

This course focuses on creating and developing and using current and future value stream maps for health service processes. It expands on the basic concepts relating to value stream mapping and discusses how they can be applied practically. The steps to create actual value stream maps are covered, along with how to perform the analysis to identify and realize improvements. A relevant health sector case study provides a context for the concepts taught and course learnings are reinforced through review questions at the end.

13. Leading a Kaizen Event in Healthcare

This course outlines how to plan, prepare, and implement rapid improvement (Kaizen) events. More specifically, it focuses on the application of Kaizen in healthcare and how Lean practitioners lead Kaizen events in a variety of health settings. A relevant health sector case study provides a context for the concepts taught and course learnings are reinforced through review questions at the end.

14. Leading a 6S Initiative in Healthcare

This course will examine the 5S/6S approach – Sort, Set in Order, Shine, Standardize, Sustain, and Safety. Planning a 6S initiative will be reviewed as well as examples of how 6S was implemented in an operating room and a radiology department. The topic of ergonomics as it relates to the Lean methodology is also discussed. A relevant health sector case study provides a context for the concepts taught and course learnings are reinforced through review questions at the end.

15. Improving Healthcare Process Capacity and Flow

This course introduces Lean tools and practices used to improve process capacity and flow in health service organisations. A relevant health sector case study provides a context for the concepts taught and course learnings are reinforced through review questions at the end.

16. Reducing Healthcare Variation and Improving Quality

This course introduces Lean tools and practices that can be used to reduce variation and improve quality in the health sector. It explains the perils of variation in healthcare processes, and outlines basic steps for successfully implementing failure mode and effects analysis (FMEA), quality at source, mistake proofing/Poka-Yoke, and total quality management (TQM) techniques. A relevant health sector case study provides a context for the concepts taught and course learnings are reinforced through review questions at the end.

17. Lean and Six Sigma in Healthcare

Using health sector examples and applications, this course introduces the basic mechanism of Six Sigma: reducing variation and improving quality through statistical analysis and the DMAIC (Define-Measure-Analyze-Improve-Control) methodology. It explains foundational concepts and assumptions about how health service processes work, and how Six Sigma tools can reduce errors in those processes and their outputs. The course examines how the Six Sigma tools and method support Lean in streamlining processes, reducing waste, and increasing efficiency and patient/client satisfaction. A relevant health sector case study provides a context for the concepts taught and course learnings are reinforced through review questions at the end.

18. Sustaining and Controlling Improvements

This course surveys the key constituents of a Lean culture, and introduces tools and systems used by organisations to maintain improvements and continually strive for more. The course examines tools and practices such as leader standard work, huddles, Andon, control plans, performance audits, Lean documentation, and statistical process control (SPC). A relevant health sector case study provides a context for the concepts taught and course learnings are reinforced through review questions at the end.

Level: Advanced

 

Leading and Managing Lean for Health Services

19. Lean Healthcare Strategy: Planning and Deployment

This course outlines and explains how best to achieve a sustainable Lean Healthcare transformation. It explains how to develop and deploy strategic goals and objectives for Lean and for continuous improvement using Hoshin Kanri, and how to establish the most appropriate structure and skill sets to fully support and sustain your Lean implementation. Finally, the course outlines how you can assess the level of continuous improvement maturity in your organisation. A relevant health sector case study provides a context for the concepts taught and course learnings are reinforced through review questions at the end.

20. Managing Lean Healthcare Programs

This course explores essential elements and best practices of project and program management that can help teams successfully manage Lean programs in a health service organisation. It explains the relationship between project, program, and portfolio management; outlines the methodology of project management for Lean; and focuses on strategies for managing scope, documentation, risk, and communication. A relevant health sector case study provides a context for the concepts taught and course learnings are reinforced through review questions at the end.

21. Effective Leadership and Change Management

The course explores the key leadership and change management skills required to successfully deploy, spread and sustain Lean in a health service organisation. Change occurs before, during, and after any Lean implementation. The course introduces relevant leadership and change management concepts and provides a model, templates, and tools to successfully manage change on Lean initiatives. It also outlines strategies for resolving dysfunctional behaviors such as team conflict and change resistance. A relevant health sector case study provides a context for the concepts taught and course learnings are reinforced through review questions at the end.

22. Advanced Lean Healthcare Tools and Practices

This course outlines and explains how to use Kano analysis and affinity diagrams to gather and use relevant patient/client and staff opinions and feedback in order to provide the basis for quality and service improvements. It also introduces data analytics and how it can support Lean in finding underlying trends and issues and help make effective and appropriate decisions. Finally, the course presents advanced Heijunka and standard work and how they are applied in various health settings. A relevant health sector case study provides a context for the concepts taught and course learnings are reinforced through review questions at the end.