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Preparation for GB training

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  • #25502

    Training
    Member

    I am looking for some best practices, and experience with the following issue in the implementation of GB training in a mid-sized healthcare corporation. The issue is that the skill level in terms of basic math, and software skills (Excel etc.)  between for example supervisors at the operating level (specimen processing for example) and medical technicians and nursing staff is extremely large. Depending on the area that the employee works in even basic PC skills may be minimal. The corporation (being mid-sized) does not have an extended training infrastructure to support prerequisite training. Any exchange of experience with this type of situation would be greatly appreciated.

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    #61523

    BritW
    Participant

    Who is doing the training – internal or external?  Do you have a BB on site?

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    #61524

    Preparation for GB
    Participant

    The person is inside, certified and has training experience. The challenge is that the provider now goes “deeper” into the organization to train their employees. The first two rounds of GB were hand-picked. Thanks.

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    #61525

    BritW
    Participant

    My best experience has been to modify the training to meet the needs of the audience.  A canned approach won’t do very well, but if your trainer is internal, then alterations to the process should be able to be made.  The only real challenge is in the capability portion – the other stuff can be taught to almost anyone in the GB body of knowledge – especially if it’s live and in person.
    You can’t get away from the math/stats, but you can make it relatively easy to understand.  I would ask your handpicked GBs what there thoughts are, seeing as I don’t know your employees.  I’m in a hospital and had little problem with training the GB BOK to transport personnel, lab techs, etc.  Actually, the nurses were some of the toughest.

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    #61526

    Thanks! Britw
    Member

    Thanks for taking the time to respond. I am particularly encouraged to see that other healthcare organizations face the same challenges and overcome them by “adjusting” the materials.

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    #61527

    BritW
    Participant

    We can’t change the statistical methods, but we should do all we can to make it easier for the learner to absorb the knowledge.  Best way is to attach examples of concepts to actual events in the hospital.
    During orientation, I explain our goal – to meet targets based on the customer (adjusting mean) and to meet them more often (reduce variation).  I ask – “have you ever been in an emergency department as a patient?  How long did you wait to see a doc?”  You get all sorts of responses fom 30 minutes to 8 hours.  “Say you had been there for 6 hours and a Nurse or patient liason comes to you and says, I’m so sorry for your 6 hour wait, but you know, our average wait time is only 45 minutes!”  Do you care that the average is 45 min? – NO.  The patient feels the variation, and that is what we try to reduce.

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    #61528

    Training
    Member

    Britw,
    On this note, do you also apply lean principles to reduce the wait time? We have been pretty successful with using six sigma to monitor the TAT process, identify certain key variables that affect the turnaround, but then used primarily lean principles to reduce the TAT (FIFO, visuals, work balancing, standardization etc.). Also, what is your experience with setting standards for TATs of for example ER lab testing and calculate defect rates based on missed TAT, i.e. if 15 minutes are required dichotomize the TAT into pass/fail. Thanks!

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    #61530

    GeJay BB
    Participant

    We rolled out GB and BB training and I was one of the trainers. We went as far as doing some training in excel to get people familiar with using spreadsheets. I am like BritW in that you can not change the stat piece of it. You have to let the clas know that they may not understand it until they come back to the next phase of training at times. Every student that came through training felt overwhelmed.. We use Monday of each week to reveiw what was taught the previous week. Are you using MT? The good thing is they don’t have to learn how to do calculations by hand they just need to understand the results of the calculations. I tell my students that you may not get it today sometimes you have to sleep on it before it sink in because they are receiving so much info.

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    #61531

    Training
    Member

    GeJayBB, thanks for your response.
    We actually solved the issue this time by pulling a real-time data set for the previous day in one of the areas and used the tools that we discussed the previous day to analyze the day. This worked very well because the students could relate the data to their process knowledge, develop hypotheses, test them and tie them back to the process. That was quite an interesting exercise and achieved its goal.

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    #61534

    BritW
    Participant

    OUr implementation has been Lean 6S – has to be in a hospital.  In early implementation – In our first year, about 70% of projects dealt with thruput.  Since then, we have evened out – maybe even a little more on the quality side in terms of projects.
    Our best lean efforts have been in the ED, lab and unit storage areas.  5S, FIFO, inventory reduction, inventory placement in the ED to reduce wasted movement, and TAT all around.  We do use defect rate measurements and yield (first and rolled).  We do not use sigma as a housewide measurement of defect – too much controversy about the measurement and no need to waste nurses time in understanding the stats- just get better – I and our greenbelts handle the stat stuff.  I use sigma as an overall measure for myself as a sandy-check for the house.
    The standards you spoke of need to be set specifically by the process owners – not “best practice.” Healthcare like to use benchmarks for setting goals – I’d rather challenge our folks to do better or to do what the system will allow.  For Lab TAT – we had the Lab mgr and Dir develop TAT’s for house and ED and then had a formal charter/goal presentation to our oversight group and the process owner (CFO).  Most of our goals go through that process to align with the strategic plan.

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    #61536

    Training
    Member

    Britw,
    Thanks for the insights. It looks like there is a convergence of implementation in the hospital industry in regards to the selection and execution of projects, the handling of the sigma measurements and the general throughput/lean approach. Thanks again, and good luck in future projects!

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