Professional Certificate in High-Performance Healthcare Leadership

Introduction

This Healthcare course will provide both healthcare managers and clinicians who have management responsibilities with the essential skills and knowledge they need in order to succeed – whatever their background or vocational intentions. The program goes well beyond conventional theory and focuses on the key topics, strategies, and techniques needed in order to achieve excellence in today’s healthcare organizations.

The learning format is based on the core principles of an MBA from a leading business school and lays out a firm foundation of the essential elements of a major MBA program without getting bogged down in excessive textbook theory and concepts. While highlighting the need for focus, a solid understanding of management techniques, and the confidence to achieve high levels of performance, the program is also highly experiential.

This course presents the core concepts covered in most graduate business programs – as they apply to healthcare management. The format is a mixture of high energy workshops focusing on key concepts and teaching sessions that provide a forum for debate, challenge, and discussion. The learning is further embedded and applied through a real-time business planning project which runs throughout the entire five days, during which you will cover:

• The Big Picture
• Strategy Development And Strategic Leadership In Healthcare
• Strategic Healthcare Marketing
• Managing Financial Resources In Healthcare
• Leadership And Change In High Performing Healthcare Organisations

This course also includes some important issues such as Leading Change with Lean, Six Sigma, and Constraints Management which lays out an integrated approach for using three improvement methods that have proven to be the most effective way to transform hospital operations in terms of patient outcomes and experience, financial viability, and employee satisfaction. This comprehensive course presents a strategy for managing bottlenecks, eliminating waste, reducing errors, and containing costs in healthcare organizations, as well as sustaining the gains achieved. Real-world case studies illustrate successful performance improvement implementations that have realized breakthrough operational and financial results.

Objectives

On completion of this course you should be able to:

• Assess the organization's readiness for adopting a best-of-breed performance improvement strategy.
• Deploy an integrated performance improvement program and get far better results than with traditional methods
• Use Constraints Management to identify leverage points and break constraints that exist in all healthcare organizations
• Build a program that consistently meets milestones on time and on budget.
• Illustrate how to begin thinking of the system-level of complex healthcare organizations and target high-impact opportunities.
• Know how to prevent common issues with sustaining improvement initiatives.

Training Methodology

This is an interactive course. There will be open question and answer sessions, regular group exercises and activities, videos, case studies, and presentations on best practice. Participants will have the opportunity to share with the facilitator and other participants on what works well and not so well for them, as well as work on issues from their own organizations. The online course is conducted online using MS-Teams/ClickMeeting.

Who Should Attend?

This course is designed to support individuals who wish to attain a professional and more comprehensive understanding of the subject matter, and apply the skills learned to their professional environment as well as in every-day life.

Course Outline

Day 1: Performance Improvement in Healthcare

• These Are the Best of Times, These Are the Worst of Times
• What Is the Answer?
• It’s All About . . . the Patient . . . the Money—Why Not Both?
• The History of Performance Improvement in Healthcare
• Complementary (Core) Methodologies
• Three Windows: Constraints Management, Lean, and Six Sigma
• Conclusion

Day 2: Constraints Management Applications in Healthcare

• The Evolution of Constraints Management
• Early Applications
• Constraints Management Terminology for Healthcare Systems Thinking
• The Goal
• Throughput
• Constraints
• The Five Focusing Steps
• Applications of Constraints Management
• Thinking Processes
• Buffer Management and Supply-Chain Logistics
• Critical Chain Project Management
• Finance and Measures

Day 3: An Integrated Approach to Deploying Performance Improvement

• Who Leads the Performance-Improvement Deployment?
• Performance-Improvement Program Management Office
• Prioritization
• Deployment Team
• What Does a Mature Hospital Performance- Improvement Deployment Look Like?
• Governance
• Staffing
• Finance
• Visibility
• Non-delegable Responsibilities of Leadership
• Burning Platform
• Transactional versus Transformational Leadership
• Leadership Coaching
• Managing Upward
• What Is a Robust Deployment Approach?
• Four-Phase Integrated Performance-Improvement Approach
• Assess
• Plan
• Apply
• Sustain

Day 4: Assessment

• Strategic Gap Analysis
• Performance-Improvement Maturity Assessment
• Change-Readiness Assessment
• Organizational Performance Review
• System-Level Value-Stream Analysis
• Initiating the SystemVSA
• SystemVSA Outputs
• System Constraint Analysis
• Intermediate Objectives (IO) Map
• Focused Current Reality Tree (FCRT)
• Identify System Constraint

Planning for Deployment

• Why Plan?
• Timeline
• Deployment Metrics
• Governance
• Who Are Performance-Improvement Practitioners?
• Lean
• Six Sigma
• Constraints Management
• Advanced Practitioners
• What Do Advanced Practitioners Do?
• Where Do Advanced Practitioners Come From?
• Practitioner Selection
• Practitioner Development
• Mentoring: An Art and a Science
• Mentoring Drives Results
• Practitioner Utilization
• Deployment Communications
• Communication Plan
• Communications Planning Summary
• Project Selection
• Project Sources
• Constraints
• Strategic Imperatives Identified by Leadership
• Project Prioritization
• First Projects
• Critical Chain Project Management (CCPM) for Performance-Improvement Project Portfolios

Day 5: Application of the Right Tool to the Right Problem

• Project Chartering and Execution
• Project Chartering
• Improvement Approach Selection
• Process-Level Value Stream Analysis
• Pre-event
• Event
• Post-event
• Quick Hits
• Rapid Improvement Workshops
• Pre-event
• Event
• Post-event
• Six Sigma Project
• Apply the DMAIC Methodology
• Reporting, Project Review, and Approval Process
• Reporting
• Project Reviews
• Approval Process
• Balanced Scorecard
• Generating Innovative Solutions
• Theory of Inventive Problem Solving (TRIZ)

Sustainment

• Organic Capability
• Program Oversight
• Succession Planning
• Mentoring Revisited
• Training
• Integrated Change Management
• Barriers to Change
• Success Factors
• Change-Management Tools and Methods
• Benefits and Return-on-Investment (ROI) Validation
• Deployment Planning for ROI
• Role of the CFO
• Common Failure Modes
• Replication
• Taking Performance Improvement to the Next Level
• Introducing Constraints Management into Lean and Six Sigma Cultures
• How To Retool Performance-Improvement Programs