Advanced Lean Practitioner
The Advanced Lean Practitioner is the second in a series of lean training and certification programs offered by Purdue Healthcare Advisors (PHA). An Advanced Lean Practitioner plans and facilitates Value Stream Analysis events, and works to deploy advanced solutions such as Kanban and lean service cells.
Lean practitioners facilitate 1-5-day improvement events and ensure that Lean Daily Improvement becomes a habit at the point of service. Advanced Lean Practitioners take on broader responsibilities and facilitate Value Stream Management; complex rapid improvement events; and ensure that successful solutions spread across the organization.
To achieve the Advanced Lean Practitioner certification a participant must:
- Complete required Advanced Lean Practitioner training preparation work.
- Complete four (4) days of just-in-time training during the PHA led Value Stream Analysis (VSA) event (flipped classroom).
- Pass an examination.
- Complete a training evaluation survey to help us improve our service.
- Be lead facilitator on at least one Value Stream Analysis (VSA) event that produces a value stream improvement plan approved by the executive sponsor and PHA lean coach.
- If needed, establish the value stream improvement team’s rapid improvement event management process and otherwise support successful delivery of the first three rapid improvement events.
- Facilitate at least one complex rapid improvement event (e.g. cross value stream/rapid improvement event).
- Contribute to Purdue’s Community of Practice for Operational Excellence in Healthcare.
- Demonstrate results as a reflective practitioner, including personal practice and coaching others; journaling knowledge card uses; and other techniques.
All requirements must be met within 18 months of completing core training.
PERFORMANCES OR TOP-LEVEL COMPETENCIES
An Advanced Lean Practitioner will develop and demonstrate the following competencies:
- Prepare for and deliver four-day value stream analysis events.
- Map and analyze the current state, define the reengineered state, define the future state, create a value stream improvement plan, perform a value stream analysis metric alignment assessment and create scoping charters for rapid improvement events and projects identified within the value stream improvement plan.
- Assist with organizing and facilitating the value stream management process including value stream improvement team meetings, updating the A3 and visual management for the value stream, gemba walks, planning for upcoming improvement events, troubleshooting events in the sustain phase and otherwise assisting the value stream owner in the implementation of lean.
- Use PHA’s framework for a lean service cell including: demand, flow dynamics (push/pull and one-piece/batch); standard work; 5S and visual management to assess, design and facilitate the implementation of service cells across a value stream.
- Prepare for, deliver, and facilitate-to-closure complex rapid improvement events (e.g. events that cross value streams), well-established lean solutions such as rapid room turnover and supply pull systems and those events that make use of choice architecture and other advance behavior change techniques.
- Identify lean improvements that are spread-ready and facilitate their diffusion across the organization by organizing and implementing a spread program.
- Identify the need for, and provide coaching and just-in-time training on lean principles and tools to value stream leaders, as well as, other managers and leaders in the organization.
OVERVIEW OF CORE TRAINING
Four days of flipped-classroom-based training that will start participants off developing the competencies of advanced lean practitioners. The focus is on learning how to prepare for, deliver and facilitate a four-day value stream analysis event. Participants engage in active learning, including learning-by-doing and journaling.
The curriculum is focused on PHA’s VSA A3 problem solving process, which includes three stages — scope, solve and sustain — and nine steps as follows: clarify the challenge; model the current state; model the future state; identify gaps; develop a balanced improvement plan; construct the value stream improvement plan; define a completion plan; hardwire essential behaviors; and value stream management.
- Day One – Scope: Clarify the challenge and model the current state.
- Day Two – Scope and Solve: Define the re-engineered state, affinitize identified gaps, identify opportunities for improvement, develop a balanced improvement plan and develop the future state.
- Day Three – Solve and Sustain: Develop the value stream improvement plan, perform a value stream metrics alignment assessment, define the value stream analysis completion plan and complete scoping charters for RIEs and projects.
- Day Four – Sustain: Hardwire essential behaviors and implement value stream management.
Small Mishawaka practice uses Lean Daily Improvement (LDI) to improve MIPS metric
GLPTN works with clients to improve MIPS scores
Wait shortened for state approval of commercial onsite sewage systems
Purdue receives additional funding to provide support for small practices in CMS Quality Payment Program
Purdue Regenstrief Center for Healthcare Engineering announces new director