Operational Excellence (OPX)

Presents and applies rapid improvements as a transformation strategy for cultural and process related change in healthcare settings that require management of multidisciplinary teams. Develops a framework for healthcare transformation by applying tools to DMAIC and the eight stages of change: 1) Create a sense of urgency 2) Build a guiding coalition 3) Form a strategic vision and initiatives 4) Enlist a volunteer army 5) Enable action by removing barriers 6) Generate short-term wins 7) Sustain acceleration 8) Institute Change

Presents and applies Lean methodology as a key tool for process improvement in healthcare settings that require management of multidisciplinary teams. Develops a framework for creating Lean processes, focusing on five principles; 1) Define Value, 2) Map the Value Stream, 3) Establish Flow, 4) Implement Pull, and 5) Strive for Perfection. Compares and contrasts Lean with other process improvement strategies and methodologies used in healthcare to evaluate strengths and weaknesses of the various approaches.

Examines the application of leadership strategies for sustaining effective change in the current value-based, healthcare environment using the case study method for learning. Critiques four case-based scenarios to identify and analyze the major uncertainty or dilemma in the case. Analysis considers the impact and outcomes of leaders employing diverse, strategic, data-driven healthcare decisions with the integration of leadership models and theory, and organizational and improvement science in the diagnosis, development, and implementation of change interventions. Uses various assessment techniques as a framework in formulating hypothesis for presenting the case problem, analyses and strategic leadership recommendations or proposals for sustaining the efforts by a case protagonist for effective change.

The purpose of this course is to provide an understanding of the myriad ways health care organizations are evaluated. The curriculum reviews regulatory, financial, ranking, satisfaction, and quality evaluation methods, their strengths and weaknesses, and requires students to understand how the nature and value of an organization's performance depends on the vantage point of the assessor. Students will be assigned health care markets for evaluation, using institutions as examples to develop their own opinion on where they would go to receive care, where they would choose to work, or where they would rank an institution's performance. The course builds to the final presentation of each student's own version of a preferred evaluation methodology.

Provides the foundation, tools, and strategies for project management and execution. Builds on prior course content through use of established guidelines and standards developed by the professional project management community. In alignment with the DMAIC improvement model, the project management framework includes: 1) Initiate; 2) Plan; 3) Execute; 4) Monitor & Control; and 5) Close. Compares and contrasts project, program, and portfolio management as it relates to healthcare improvement strategies.

This course explores and applies key concepts to drive performance improvement in healthcare settings. Designs improvement approaches to address system, mid-level, and front-line problems as appropriate. Provides theory and application of continuous improvement. Develops strategies to align high-level objectives with improvement efforts. Operational Excellence requires the relentless focus on continuous improvement. Strategic Execution provides the framework to design systems and processes to drive outcomes. The disciplines of execution outline best practices that can be leveraged to achieve consistent, high levels of performance. There are always more good ideas than the capacity to implement. With Strategic Execution, students learn how to define and prioritize the vital few goals and coordinate the resources and teams required to effect positive change.

Provides students with the required knowledge and skills to design and implement effective strategies to increase efficiency and decrease waste. Students will learn the DMAIC model to drive performance improvement strategies at the system and process level and data analysis to prioritize recommendations for healthcare performance improvement initiatives. This is a 15-week course and has a course fee attached in addition to standard tuition and fees.

Builds upon the foundational principles and concepts of Lean Six Sigma as a strategy for improving healthcare quality and safety and operational excellence introduced in OPX 500: Fundamentals of Lean Six Sigma. Advanced Lean and Six Sigma concepts and methodologies are delivered using the DMAIC improvement framework: Define, Measure, Analyze, Improve and Control. Students apply design of experiment concepts, including measurement system analysis (MSA), statistical process control and capability, and regression and hypothesis testing to a Lean Six Sigma project with approval from an Executive Sponsor at their organization. Students are assigned a Master Black Belt as a coach for the 15-week course. At the completion of the course, students take a Lean Six Sigma Black Belt Certification exam. This course has a fee attached in addition to standard tuition and fees.

The Capstone is the final course in the OPX Master degree program. Using the OPX framework and tools learned throughout the program, students demonstrate a broad and deep knowledge of their field in identifying a well-focused and significant OPX problem or research question for their Capstone. Students engaged in self and peer critiques of work using the JCPH Capstone Guidelines. The end deliverable is a comprehensive A3 post presentation and manuscript submission to a relevant, peer-reviewed academic journal.