Author: Jared Stanger
For healthcare to adopt Lean Six Sigma standards requires a complete redesign of how education and philosophies are taught. For example, application examples and case studies need to be relevant and applicable to the healthcare working professional, requiring less talk of baking cookies or manufacturing cars, and more of fixing health outcomes and examples specifically relevant to the industry. Although the healthcare industry today invests in skill development of internal/external consultants, system quality leaders, and some project management professionals, there continues to be little to no support for the working clinician, nurse, technician, and other support function specialists when it comes to learning Lean, Six Sigma, or other change management principles.
These professionals need and deserve formal transformation education and experience to meet the complicated healthcare expectations from patients and patient advocacy groups, and healthcare organizations who truly desire transformation will be required to invest in ways that connect these resources to those working closest to patients. At the end of the day, each professional that has their hand in touching patients and improving outcomes needs to be speaking a common language to effectively work together and drive improvement.
“The goal is to create awareness around and teach individuals about a new habit, or lifestyle, called Cohesive Value Transformation (CVT)TM, which benefits employers as much as the 59 million working healthcare professionals around the world about continuous improvement in healthcare1.”
– Jared Stanger, CEO Magnified LearningTM
Magnified LearningTM will address the issues presented above through a new systematic approach to healthcare transformation called Cohesive Value Transformation (CVT)TM. Founded upon online education and certification courses and bolstered through consulting engagements, healthcare professionals from administrators to the frontline clinicians can tap into common language and philosophies to identifying and rooting out waste (Lean), rely on common tools and approaches to analysis and optimization (Six Sigma), under a model that emphasizes the cultural underpinnings of what drives change and allows organizations to operate effectively (Cohesion).
