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Streamline Your Health Care Facility with a system of lean education and implementation for health care providers.


Developed by experienced health care professionals at Lean Healthcare West®, this comprehensive 21-hour program teaches participants to use Toyota Production Systems (TPS) principles to solve problems and improve processes.

Participants of the program can learn to look at work differently and begin to identify potential savings of time and resources, and eliminate errors.  The program is customizable to meet the individual needs of hospitals, long-term care facilities, home care agencies, physician office practices, and clinics.


The Toyota Production System (TPS) in Health Care includes 21 contact hours of classroom training plus a minimum of one coaching session with the instructor.  Through hands-on projects, the participants can learn principles and acquire tools they can apply to their current work.

Throughout the sessions, the instructor meets with participants to assist them in properly applying the improvement tools to their course projects.  The instructor meets with the organization’s leaders to report on the progress of the sessions and recommends follow-up actions.

At the program’s conclusion, participants should be comfortable with and skilled in using the philosophies and tools of TPS for problem solving in the course of work, and their in-house coach’s follow-up plan.

Call Michelle to discuss bringing this program to your health facility!

Michelle Smeal, Education Program Associate

Penn State DuBois Continuing Education

Phone (814) 375-4836 or mms106@psu.edu

 


Implementing the valuable skills learned in the program:

  • reduces errors in care processes
  • streamlines scheduling and room utilization
  • improves turnover times and periop throughput
  • facilitates pay for performance goal attainment
  • emphasizes team-based care
  • enhances care hand-off communication
  • advances patient visit consistency
  • increases patient and staff retention
  • reduces staff turnover
  • engages front-line staff in process improvement

Results:

  • see patient care and supporting systems as processes
  • create a quantified “map” of a process, and use the data to determine process performance measures
  • create a future map of flow of processes that is a visualized improvement over the current-state map
  • diagnose a workplace “problem” by seeking out root cause in terms of activity specifications, requests, and pathways
  • envision a “target condition” that moves the organization close to “IDEAL” by improving activities, requests, and/or pathways
  • explain the importance of studying work as it is actually done, rather than work as intended
  • create A3 Reports that clearly communicate “current conditions,” “root cause analysis,” “target condition,” and a practical implementation plan
  • define “IDEAL,” (Initiating, Diagnosing, Establishing, Asking, Learning) and recognize when their organization’s outcome is not “IDEAL"