The course aims to equip laboratory leaders and teams to recognize the need for change and identify problems, pain points, and opportunities to solve and improve laboratory performance. Target Audience: All lab staff and teams. "Blended" learning refers to a combination of on-demand e-learning and facilitated virtual training sessions.
Louise has 32 years’ experience within the HR & Training environment. She has been working with the Power of Process team since 2017 and worked closely with Andre Gouws to achieve their local and international accreditations. She has an absolute passion for people development and is a highly motivated individual and enjoys and thrives on new challenges. She studied Human Resource Management, Training and Development, Personnel Management, Diploma in Franchise Management and Business Management from various institutes (RAU, IPM, Unisa). Louise has always believed in ongoing self-development – Never too old to learn! She is an accredited SDF, Facilitator, Assessor, Moderator, Member of South African Institute of Management (SAIM), Human Resource Practitioner with the SABPP (Western Cape Board Member 2018/2019), was a member of ASDSA and an Associate with SAPTA. She has facilitated and consulted within various industry sectors and is accredited to facilitate over 80 different programmes and work processes. She enjoys all aspects of Human Capital development and management, from recruitment through to performance management. She has knowledge of respective legislation and extensive experience with regards to management and leadership development. She has been involved in various coaching projects for delegates and students from LTS Health Learning, Pathcare and USB (Medical students). She has successfully complete the Power of Process Champion, Power of Process Masters and Lab Transformation Improvement Programme.
The laboratory operates in a fast-changing external environment. The laboratory must constantly scan the environment and adapt to change to stay relevant for the future. This lesson looks at the factors to consider that could negatively impact the lab.
This lesson looks at transformation as a change management strategy that re-align processes, people, systems, infrastructure, and technology with the laboratory's mission, vision, and strategic objectives when aligning with changes in the healthcare macro or business environment.
This lesson explains how the lab must constantly balance cost-efficiency with service delivery and continuity within its value chain and the levers to improve overall performance to deliver a quality test result at an affordable price and within a reasonable turnaround time.
The lesson looks at basic processes, the inefficiencies that could occur, and identifying more efficient work methods.
This lesson defines a problem and how to approach it as a function of its causes.
This lesson shares insights about targets and target setting to determine where the lab is in terms of current performance and where it could be using the triangle of pain.
This lesson provides insights about data, data sources, process parameters definitions, and data collection plans, which is an essential element of understanding the performance of your laboratory process.
The lesson looks at the usage of a Level 1 process map, and it can be used to create a common language and helicopter view of the process to be improved.
This lesson will teach you how to draw a Level 2 Process Map using Business Process Modelling and Notation.
This lesson provides insights about collecting Human Resource Related information and how to perform basic resource utilization calculations.
This lesson explains how to gather equipment-related data and perform basic equipment utilization calculations.
This lesson provides insights about turnaround time, predictable turnaround time, takt time, and cycle time. It explains how it should be measured as a key performance indicator to measure laboratory performance.
This lesson explains Points of Interest, the impact of demand on resources, and the importance of aligning capacity with demand.
This lesson explains how to analyze the LIS data using Excel to get more insights into the past and current performance of the laboratory.
This lesson explains three brainstorming techniques used as an idea-generating tool to gather more information about a problem or get more ideas on how to solve a problem.
This lesson will explain how to use a check sheet to identify patterns or events, problems, defects, defect locations, and defect causes. It will also explain how to use location Plots to define problem events and link the events to locations.
This lesson explains how to use a Pareto Chart to identify the top 20% effects that causes 80% of the problems from a set of data.
This lesson explains how the five-why methodology can assist in determining the root cause of a problem and how to assign countermeasures for each.
This lesson explains how Cause and Effect Diagrams can be used to determine the Root Cause of a problem in your lab.
This lesson explains how to identify wastage like Transportation, Inventory, Movement, Waiting, Over Processing, Over Production, Defects, and Skills in your laboratory.
This lesson explains how to develop different scenarios to improve a laboratory process and use a simulation model in MS Excel to test the best scenario for implementation.
This lesson explains how to evaluate improvement initiatives by considering system constraints, sensitivities, and alternative scenario development.
This lesson explains how you can ensure that the scenario to be implemented is aligned with the strategic objectives of the lab. It explains how to identify possible risks and manage it proactively. It explains how to structure the business case for project implementation.
This lesson explains the steps to follow when implementing a performance improvement project.
This lesson addresses the different types of change, change resistance, and the impact of change on the laboratory organization. It explains how change agents can help the lab accelerate change. The lesson explains Kurt Lewin's Change Model and how it can implement change from beginning to end.
Identify a performance and transformation project in your laboratory and use all the steps learned from this course from beginning to end the execute the project. Document the project at the end in the form of a case study.
An assessment to test the learner's knowledge on the content of the program.
Delegates will learn how to integrate everything learned through an integrated case study that will improve the performance of a laboratory.