Short Programs

LAI Lean Healthcare Academy™ [PI.22s]

Date: July 14-16, 2010 | Tuition: $2,300 | Continuing Education Units (CEUs): 2.0 | Continuing Medical Education (CME): 19.0 AMA PRA Category 1 Credits™

Course Summary  |  Learning Objectives  |  Schedule  |  Program Outline  |  Who Should Attend  | 
About the Instructors  |  CME  |  Discounts  |  Updates

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Course Summary

This course provides a hands-on introduction to lean thinking fundamentals for healthcare professionals and administrators with little or no prior experience in the subject material. PI.22s covers the fundamental concepts and principles of a lean healthcare enterprise in addition to introducing useful tools to apply in your workplace. The course uses a “learner centric” approach including team-oriented simulations and exercises.

What is Lean Thinking?
Lean Thinking is the dynamic, knowledge-driven, and customer focused process through which all people in a defined enterprise continuously eliminate waste with the goal of creating value. More than ever, today's healthcare organizations need to operate in the most economical fashion, taking less time to deliver higher quality services. The key is elimination of non-value added activities through involvement of all employees in continuous improvement approaches. An enterprise approach is essential to overcome “sub optimization” and to improve processes that span multiple organizational elements.

The term "lean" was coined by researchers in MIT's International Motor Vehicle Program to describe the production paradigm emerging from the Japanese automotive industry. However, lean thinking is not specific to the automotive or any other sector or operation, and is being widely applied in healthcare. Lean thinking encompasses six sigma quality principles as well as essential people and organizational related practices

Benefits
This class directly prepares participants for involvement in lean activities in their jobs through

• Gaining a firm understanding of fundamental lean thinking concepts
• Learning to use tools such as Value Stream Mapping, 6S, checklists, A3 charts, and more
• Appreciating the enterprise perspective
• Addressing critical people and organizational components.

As a result of this class, graduates will be able to participate in and contribute to improvement implementation projects in their own institutions. The course provides a solid base for your lean journey.

Learning Objectives

Upon completion of this course you will be able to do the following for healthcare enterprises:

1. Explain the context for, and application of, lean principles.
2. Restate the fundamental lean principles for continuous improvement.
3. Apply process and value stream mapping and analysis methods to improve flow and delivered quality.
4. Use a number of lean methods and tools.
5. Recognize the importance of people and organization factors in successful lean implementation.
6. Participate in lean implementation activities.

Course schedule, registration times, special events

Class runs 8:00 am - 5:00 pm the first two days and from 8:00 am - 4:00 pm the last day. There will be about 1 hour of homework the first two evenings.

Registration is on Wednesday morning from 7:30 - 7:45 am.

Special events include a reception for course participants and faculty on Wednesday night. Evening activities are included in tuition.

Please note that laptops are required for homework in this course.

Program Outline

Day 1 – Fundamentals of Lean Thinking in a Clinical Context

• Why Am I Here?
• Lean Fundamentals and Healthcare Context
• Seeing Process
• Guest Speaker
• Defining Value and Finding Waste
• Finding Bottlenecks and Enabling Flow
• People I – Respect for People
• Summary and Synthesis – Changing Healthcare from the Inside Out
• Evening work: Student A3 Exercise I

Day 2 – Lean Fundamentals in the Patient Value Stream Context

• Value: Patient Satisfaction and More
• Value Stream Mapping and Analysis – Instruction and application
• Variability Simulation and Six Sigma Intro
• Safety Tools and Topics
• Enterprise Simulation Brainstorming
• People II: Spanning Boundaries
• Evening work: Student A3 Exercise II

Day 3 – Lean Fundamentals in a Medical Center Context

• Implementing Change: Planning, Prioritizing, Justifying, Simulating
• Lean Healthcare Implementation
• People III – High Performance Healthcare
• Enterprise Guest Speaker
• Synthesis and Completion of Student A3 exercise
• Course wrap up

Who Should Attend

Lean concepts are appropriate for any functional area within a healthcare organization, including inpatient, outpatient, and administrative services. There is no prerequisite for this class.

People who may benefit from this course include:

• Cross-functional teams of healthcare providers (see discounts section)
• Physicians and mid-level providers
• Nurses and all other allied health professionals
• Healthcare administrators
• Healthcare insurers
• Suppliers to healthcare providers
• Faculty and trainers who are incorporating lean principles into their curriculum
• Non-profit leaders embarking on change activities

* Academic Promotion
The developers of this curriculum have designed the course in a modular format so that faculty members might be able to incorporate relevant materials into their existing curriculum in order to bring lean healthcare concepts to their students. A special academic promotion allows a limited number of faculty members to participate in this course at a reduced cost.

About The Instructors

A cross-functional instructor team of medical, engineering, and management faculty will teach this course.

Earll M. Murman, Ph.D.
Earll Murman is Ford Professor of Engineering Emeritus at MIT. He served as Co-Director of the Lean Advancement Initiative (LAI) from 1995-2002, as Head of MIT's Department of Aeronautics and Astronautics from 1990-1996, and as Director of Project Athena from 1988-1991. In addition to his 26 years in academia, his career includes 13 years of industry and government experience. He is the founding director of the LAI Educational Network, a group of over 40 universities developing and deploying lean six sigma curriculum in healthcare, engineering, and management domains.

Dr. Murman is the lead author of the book, Lean Enterprise Value: Insights from MIT's Lean Aerospace Initiative, published by Palgrave in March 2002. Lean Enterprise Value, a definitive account of the past and future implementation of lean principles and practices in the aerospace domain, received the 2003 Best Engineering Sciences Book Award from the International Astronautical Academy. He has over 100 publications in lean thinking, aerospace engineering, and engineering education areas.

Dr. Murman graduated summa cum laude in Aeronautical Engineering from Princeton University in 1963 and received his Ph.D. in Aerospace Engineering from Princeton in 1967. He is a member of the U.S. National Academy of Engineering and the Washington State Academy of Sciences, a foreign member of the Royal Swedish Academy of Engineering Sciences, and a Fellow of the American Institute of Aeronautics and Astronautics and of the Royal Aeronautical Society.

Charles M. Clark Jr., M.D.
Dr. Clark is Associate Dean, Continuing Medical Education and Professor of Medicine at Indiana University School of Medicine. He is also Director of the WHO/PAHO Collaborating Center for Diabetes Continuing Health Professional Education.

Dr. Clark was the Director of the Indiana University Diabetes Research and Training Center (1977-2002) and is former Editor in Chief of Diabetes Care (1997-2002). In the past Dr. Clark has been national President of the American Diabetes Association and Chair of the Data Safety and Quality Committee of the Diabetes Control and Complications Trial. He also chaired the Steering Committee of the National Diabetes Education Program (NDEP) from 1996 until 2002. The NDEP is a joint effort of the Centers for Disease Control and Prevention and the National Institutes of Health directed at people with diabetes, their families, and those who are responsible for their care. As a part of this program he has participated in the development of extensive educational materials and programs. Dr. Clark was a member of the Executive Committee of the Declaration of the Americas, a joint effort of the International Diabetes Federation and the Pan American Health Organization to improve diabetes care in the Americas. During his sabbatical year, 1999-2001, he lived in Argentina where he worked with the Argentine Diabetes Society on a project to develop non-physician diabetes education teams (CADIEQ). Dr. Clark has extensively published both basic and clinical research in diabetes. His current interest is in the implementation of research findings into clinical practice.

As an extension of these interests, Dr. Clark was named Associate Dean for Continuing Medical Education at Indiana University School of Medicine in 2002, a role that he currently occupies. The Continuing Medical Education Program has developed projects both in the United States and in a variety of other countries, among which are Mexico, Peru, Argentina, Spain, Bermuda, Barbados, and Jamaica. In this regard, Dr. Clark has interest in conducting diverse educational activities including workshops, seminars, and symposia for health professionals in Latin America and the Caribbean. He was recently named the Director of the WHO/PAHO Collaborating Center for Diabetes Continuing Health Professional Education at Indiana University School of Medicine.

Whitney Walters, M.S.E.
Whitney Walters is a Lean Coach at the University of Michigan Health System and a Lecturer at the University of Michigan College of Engineering. Her work over the past two years in the Health System has centered on patient, material, and information flow in the Comprehensive Cancer Center, Operating Rooms, University Hospital, and Department of Psychology. In the Industrial Engineering course that Whitney instructs, participants are educated in value stream mapping, the identification of value and waste, and methods to improve flow. She graduated in Industrial Engineering and received her M.S.E. in Engineering Management, both from the University of Michigan.

Whitney has twelve years experience at Ford Motor Company where she held positions in Purchasing, Engineering, and Manufacturing, including Quality Manager of the Dearborn Assembly Plant. While at Ford Motor, she spent five years working with suppliers at their production sites implementing lean.

Hugh McManus, Ph.D.
Hugh McManus is a Senior Special Projects Engineer at Metis Design, where he is involved in research, teaching, and curriculum development in lean thinking applied to product development and healthcare. Along with Eric Rebentisch of the Lean Advancement Initiative, Hugh has developed unique and effective simulations for lean enterprises in healthcare and aerospace domains. He is a co-author of Lean Enterprise Value, and has published several major tools and reports, including the LAI tools, “Product Development Value Stream Mapping (PDVSM)” and “Product Development Transition to Lean (PDTTL),” and has published over 60 peer-reviewed journal and conference publications. Dr. McManus has also taught and practiced aerospace structures and materials and remains actively interested in aerospace structural engineering, composite materials, structural health monitoring, and high-temperature polymer materials.

Dr. McManus received a Ph.D. in Mechanical Engineering from Stanford University in 1990, and S.B. and S.M. degrees in Aeronautics and Astronautics from MIT in 1980 and 1981. He has worked at Kaman Aerospace (1981-84) and Lockheed Missiles and Space Company (1984-1990), as the MIT Aeronautics and Astronautics Boeing Career Development Professor for 1991-94, the Class of 1943 Career Development Professor for 1994-97, Associate Professor for 1997-98, and as a Principal Research Engineer from 1998-2002. He is an Associate Fellow of the American Institute of Aeronautics and Astronautics.

Continuing Medical Education (CME)

For more information about what is required to receive CME credits, please review the following attachment.

This activity has been approved for AMA PRA category 1 credit by Indiana University School of Medicine.

Discounts for Teams, LAI Members, Faculty / Students

Members of cross-functional teams of 2-5 employees or affiliates of a single organization are eligible for a 10% discount. For maximum benefits, the course instructors strongly encourage the participation of multi-functional teams of 3 or more people in this offering.

Participants from LAI member organizations are eligible for a 10% discount off LAI Lean Academy® courses offered through MIT Professional Education. To see if your company or government agency is an LAI member, click here.

Students and faculty at any educational institution are eligible for 20% off LAI Lean Academy® courses offered through MIT Professional Education.

Updates

Please note that laptops are required for homework in this course.