The UAB Center for Healthcare Management and Leadership is pleased to offer this seminar, the Green Belt in Lean Six Sigma, during the week December 5 - 9, 2016 in at the UAB School of Health Professions’ Executive Learning Center at 1705 University Boulevard in Birmingham. The course will provide a thorough understanding of Lean Six Sigma concepts, focusing on eliminating operational wastes and defects along with reducing process variation through fundamental process knowledge and change. Upon successful completion of the Green Belt exam you will receive 3.5 CEUs and a Green Belt Certificate awarded by the national Institute of Industrial Engineers.
The registration cost is $2,345 per person and registration deadline is November 25, 2016. Please click here to register. Members of the Institute of Industrial Engineers (IIE) receive a $350 discount. Discounts can be obtained for multiple registrations. Please contact the Center Director for additional information on the discounts.
Hotel accommodations can be found near campus at the DoubleTree by Hilton Hotel, located at 808 20th St S, Birmingham, AL 35205.
Breakfast and lunch will be served each day for participants at the Executive Learning Center. Each day will begin with breakfast at 7:30 a.m. Each day’s program will conclude between 4 p.m. and 5 p.m. On Friday, the Green Belt exam will be administered following lunch to conclude the program.
All educational and testing materials are provided.
The Green Belt Certificate
This seminar covers all pertinent materials required by the Institute of Industrial Engineers Body of Knowledge and it’s ABET (Accreditation Board for Engineering and Technology) accredited program.
Topics covered in addition to DMAIIC, Lean and Six Sigma philosophy, include basic statistics, value system mapping, statistical process control, waste reduction, process capability, financial implications and root cause analysis.
What You Will Learn
Upon completion of this course, you will be able to:
- Design and develop Lean Six Sigma healthcare projects.
- Determine process capability.
- Employ the DMAIIC process.
- Perform basic statistical analysis on process measurements.
- Prepare root cause and cause effect analysis.
- Support and champion Six Sigma implementation in your organization
- Lean Six Sigma – overview and the DMAIIC process.
- Team Effectiveness - key project management tools to ensure success of your projects.
- Building high-performing teams,
- team launch,
- facilitating meetings,
- communications/effective listening,
- RACI charts and managing conflict.
- Gate Reviews - the role of the Green Belt in a Healthcare Lean Six Sigma project.
- Voice of the Customer and Kano Analysis – collecting customer information, customer-focused business strategy, converting VOC into CTQ, developing customer surveys and specifying and classifying customer requirements.
- Basic Tools – brainstorming, cause and effect diagram, nominal group technique, affinity diagram, force-field analysis, Pareto chart and multi-voting.
- Process Mapping – SIPOC, value stream mapping, swim lane chart, process flow charts and top-down flow chart.
- Introduction to Variation and Basic Statistics – normal distribution, measures of central tendency (mean, median, mode), measures of variation (variance, standard deviation, range) and histograms.
- Value of Cycle Time – relationship of cycle time, WIP, throughput (Little’s Law), cycle time in traditional vs. lean operations, define process cycle efficiency and how to measure cycle time.
- Control Charts – special cause vs. common cause variation, types (average, range, moving range, individuals, P-charts) plus interpreting and applying control charts
- Waste Reduction
- Green Belt Exam
Prior seminar participants have reported significant savings from implementing their Lean Six Sigma projects including:
A financial services organization saw $128,000 in cost savings per quarter when they reduced transaction processing rework. A drug store chain saved $173 million by managing its inventory of prescription medications more effectively. A regional hospital saved $300,000 annually by eliminating duplication of services. A state agency reduced project cost over-runs by 28 percent. A large urban hospital reduced length of stay and was able to postpone a proposed expansion thereby deferring over $7 million in capital expenditures.
Class cancellation: UAB reserves the right to cancel a class up to 15 business days prior to the scheduled start date.