Health Care Operational Excellence

Introductory Overview of Operational Excellence in Health Care (T71-501)
3 Units

This introductory course is designed to prepare students for the Master of Health Care Operational Excellence program. Students will learn the fundamentals of operational excellence principles and how the organizational complexities, regulatory and economic framework, and nuances of healthcare impact the ability to apply them. Students will research and explore both healthcare and non-healthcare examples of performance improvement and operational excellence efforts within different organizations and from different stakeholder perspectives. Throughout the course, students will gain an understanding of how the various methods, both social and technical, can plan an integral role in achieving operational excellence, and how to identify and mitigate challenges and barriers. Specific methods will include facilitating teams, change management, lean, six sigma, project management and the importance of principle-based deployments rooted in changing behaviors and transforming culture. By completing this introductory overview course, students will understand the level of personal transformation in mindset and skills that will be necessary in order to successfully impact the changes needed for health care operational excellence.

Facilitation Skills/Change Management (T71-502)
3 Units

The course integrates strategy and organizational due diligence with facilitation and change management strategies. By examining the relationship between employees, teams and organizations students will explore each level and practice assessing and facilitating team processes to maximize productivity and results for members and stakeholders. The course addresses how to get things done when teams lack leadership or authority. Supporting topics include how to build teams, how to manage meetings, how to build relationships beyond the team, and how to keep teams effective over their life span. Students will learn processes of change and the techniques of change to various types of organizations while using useful design frameworks for facilitation.

Lean Healthcare Concepts, Tools and Lean Management Systems (T71-503)
3 Units

Students will learn and apply core Lean tools including Value Stream Mapping, 5S, Visual Management, Standard Work, JIT, Push/Pull, Error Proofing, and Daily Management. Critical to applying Lean effectively, participants will also learn how to plan and lead Rapid Improvement Events and other group activities and tactics. This program has been adopted by BJC executive leadership and is identified as a core competency for transformational efforts. Students will also learn the essential elements of a Lean Management System and how to accomplish sustainable results and the development of a continuous improvement culture.

Six Sigma Concepts and Tools (T71-504)
3 Units

This course is designed to teach the tools associated with the 5 DMAIC phases (Define, Measure, Analyze, Improve and Control). Some of the tools considered for inclusion are: Critical to Quality Matrix (CTQ), Failure Modes Effectiveness Analysis (FMEA), Statistical Analysis, Contingency Tables, Hypothesis Testing, Confidence Intervals, Correlation & Regression, ANOVA (Analysis of Variation), Pareto Analysis, Statistical Process Control (SPC), Measurement Systems Analysis (MSA), Data Collection, Time Studies, Root Cause Analysis (RCA), Fishbone Diagramming, Cost of Poor Quality (COPQ), SIPOC, Detailed Process Mapping, Cause and Effect tools, Design of Experiment (DOE).

Project Management in Healthcare (T71-507)
3 Units

This course is a practical experiential orientation to project management processes, including relevance and application. Students will be exposed to the art of project leader competencies and emotional intelligence in addition to the science of traditional project management methodologies in a healthcare setting. Participants will engage in project initiation including strategic organizational alignment, concept of why and charter development. Project planning will include scoping, elicitation of stakeholder requirements, work breakdown structure, scheduling, cost, quality, resources, communications and risk management. Healthcare related project management and execution will be the focus of practical application along with other outside healthcare industry relevant examples. Learners will apply management of triple constraint (time, cost, schedule) and skills to align executive sponsor(s) and key stakeholders. Exposure will include disciplines of execution, monitoring and controlling and closing processes. The course will integrate core concepts of initiating change, portfolio and program management, business analysis, performance improvement and effective facilitation in a healthcare setting.