Are you a healthcare or social services provider wishing to develop the Lean healthcare approach, optimize your many processes or solve human resources or operational issues? With our experience and action-oriented approach, we can guide you through this journey.

Bell Nordic has acquired in-depth knowledge of the health and social services organizations that make up the Quebec healthcare network.


Competence and Methodologies:

  • Process improvement
  • Workflow organization
  • Lean healthcare training
  • Lean healthcare certification: White, Yellow, Green and Black Belts.
  • Employee mobilization, engagement and teamwork
  • Change management coaching

Bell Nordic has conducted hundreds of improvement projects in the health and social services sector.


CHALLENGES AND ISSUES

– THE EVER-INCREASING AGING POPULATION will have a significant impact on future health and social services costs.

– IMPLEMENTATION OF THE LEAN AND SIX SIGMA LEAN HEALTHCARE APPROACH is a high priority, as it is a powerful and proven tool that will help improve global performance.

– STRATEGIES, ACTIONS AND MEASUREMENTS must be prioritized, coordinated and fully integrated at the national, regional and local level.

– NEED TO DEVELOP INTERNAL CHANGE AGENTS (white, yellow, green and black belts and master black belts) to engage in a continuous improvement culture, define promising projects and ensure sustainability through autonomy.

– COMPLEX LABOUR MANAGEMENT: hiring, schedules and recall lists.

– RISK MANAGEMENT (AH229)

– PROFESSIONAL ISSUES: nursing, social workers, etc.

– HOME CARE OPTIMIZATION


EXAMPLES OF SOCIAL SERVICES CHALLENGES

– SHORTAGE OF SKILLED LABOUR and increasing clinical and professional tasks and responsibilities.

– INSUFFICIENT RESOURCES to ensure adequate personnel development and newly hired employee integration.

COMPETENCE AND METHODOLOGIES:

  • Processes optimization
  • Priority and time management
  • Prioritization of promising projects
  • Implementation of daily operational review meetings
  • Visual management stations
  • Etc.

EXAMPLES OF HOSPITAL-SPECIFIC CHALLENGES

– Ensure and sustain CARE AND SERVICE QUALITY

– Guarantee CLIENT AND PERSONNEL SAFETY

– Encourage innovation

– Define METRICS

REDUCE delays

– Increase CAPACITY

– Reduce errors

COMPETENCE AND METHODOLOGIES:

  • Kaizen processes / process review
  • 5S and visual management
  • Lean laboratory
  • Lean pharmacy
  • LEAN White, Yellow, Green and Black Belt training
  • Kanban / two-bin
  • Dashboards, metrics, performance indicators and “daily huddle”
  • Hospital supply chain management mapping

METHODOLOGIES

– KNOWLEDGE AND SKILLS TRANSFER. uring our improvement initiatives, we ensure that your team acquires the knowledge and skills required to continuously improve and optimize current and future processes.


LEAN HEALTHCARE TRAINING PROGRAMS

 

WHITE BELT

Introduction to Lean / Six Sigma approach, which aims for continuous improvement through a reduction in non-value-added activities and problem solving for any type of process.

  • Simulations to actually see the possibilities of Lean and gain a clear understanding of waste reduction through the use of Lean tools.
  • Vocabulary and basics of the rigorous “RDMAIC” approach and its phases: Recognize, Define, Measure, Analyze, Improve and Control.
  • Upon completion, a Lean / Six-Sigma White Belt certificate is provided to participants.
  • No prerequisite.
GREEN BELT

Advanced process optimization training based on Lean / Six-Sigma approach. Participants learn principles and practical applications of various tools, based on the rigorous “RDMAIC” methodology, which includes statistical and graphics tools.

  • Vocabulary and basics of the rigorous “RDMAIC” approach and its phases: Recognize, Define, Measure, Analyze, Improve and Control.
  • Simulations to actually see the possibilities of Lean and gain a clear understanding of waste reduction through the use of Lean tools.
  • Case studies to enable participants experience the tools and steps required to improve an administrative process.
  • Experiments on variability with the use of a catapult to better understand statistics and graphs.
  • A Lean / Six-Sigma Green Belt certificate is provided upon completion of this training.
  • No prerequisite.
BLACK BELT

Training modules to complement the Green Belt program. For some participants, these modules will require hands-on projects and exercises to be conducted in their work environment in order to obtain certification:

  • Train the trainer: Learn to facilitate a group, work team and efficient meetings.
  • 5S (+ on site exercise): Basic Lean tool to organize any workstation or workspace in a visual and efficient manner.
  • Kanban: Tool and technique for effective replenishment of any type of material or product used in a work environment.
  • Value Stream Mapping “VSM” (1 day + on site exercise): A different way of seeing, analyzing and understanding a process. Helps identify the bottlenecks and excess inventory in a complex process.
  • Advanced statistics (1 day + on site exercise): Participants can delve deeper into statistical analysis while acquiring certain technical skills to conduct a complex process analysis.
  • Set-up time reduction “SMED”: Powerful tool used to decrease the downtime associated with preparation between various activities.
  • Change management: The focus is on the human aspects of preparing and communicating change to work teams.
  • Daily operational review and huddle (+ on site exercise): This is the first step to sustain implemented changes and daily continuous improvement. An important component for managers wishing to implement a Lean culture change.

GREEN AND BLACK BELT CERTIFICATION

FOR GREEN BELT CERTIFICATION

  1. Follow and complete the relevant training program.
  2. Complete the exam with a 70% score or higher. The exam takes place on the last day of the training program. It lasts about two hours and consists of multiple-choice and development questions, including calculations. No notes allowed.
  3. Participants must successfully conduct an actual improvement project in their organization. The project must be completed within a six-month period and must be conducted and validated under the trainer’s supervision. We offer three coaching sessions during this phase. The project must be identified previous to the training and start right after the first training module.
  4. Between training modules, participants must use the tools studied during the training sessions. This way, they will gain experience and practice with these tools and be able to put them into action as quickly as possible. There is no need to wait until the end of the training program before starting improvement initiatives
  5. Successfully complete an improvement initiative means at least:
    1. Using relevant tools correctly and following the “ RDMAIC “ methodology.
    2. Reaching the objectives set at the beginning of the project.
    3. Documenting the entire project using the A3 tool.
    4. Demonstrating leadership in the project.
FOR BLACK BELT CERTIFICATION

  1. Passing grade on the green belt certification.
  2. Overall results during the green belt certification project.
  3. Overall attitude, interest and openness to continuous improvement and Lean Six-Sigma.
  4. Demonstration of leadership and coaching abilities.
  5. Must be able to devote the time needed to improvement initiatives and projects.
Bell Nordic has conducted more than 165 projects in the health and social services sector.

We have extensive expertise and experience in human resources optimization. Whether you’re facing in hiring, scheduling or temporary replacement issues, we can help!

Our consultants have trained more than 1,400 white and yellow belts, more than 500 green belts, more than 50 black belts and 6 master black belts in most of healthcare.