Course curriculum

    1. Overview of Principles and Behaviors of Organizational Excellence

    2. How to use this course

    3. Meet Your Faculty, Karen Flom and Chris Weisbrod

    1. Before we begin...

    2. Developing Climate for Growth

    3. It's Like Riding a Backwards Bike

    4. Understanding Our Current Bias

    5. Making Your Current Thinking Visual

    6. Chapter #1 Understanding the Current Climate Quiz

    7. Instructional Video- Creating Your Mental Map

    8. Practice Activity - Creating Your Mental Map

    1. What Is Your Purpose?

    2. Relationship Of Climate And Culture

    3. Climate Culture Change Cycle

    4. Chapter #2 Culture Climate Change Cycle Quiz

    5. Reflections On Climate Culture Change Cycle and Optional Activity Instructions

    1. Pre-read for Lesson 1 - The Shingo Model

    2. Introduction To The Shingo Model

    3. When the Journey Begins with Tools

    4. Starting With Purpose And Principles

    5. Wrap Up on the Shingo Model and Next Steps

    6. Chapter #3 Introduction to the Shingo Model Quiz

    7. Practice Activity - How Does Your Organization See Improvement?

    1. Introduction to the Guiding Principles of Organizational Excellence

    2. Align Enable and Improve

    3. Can You Answer These Five Questions: Torrance Memorial Medical Center Article

    4. Principles and Consequences

    5. Consequences Worksheet

    6. Wrap-Up on Principles of Organizational Excellence

    7. Chapter #4 Principles of Organizational Excellence Quiz

    1. Behaviors Demonstrate Principles

    2. Organization Ideal Behaviors

    3. How Health Care Systems can Effectively Manage Process

    4. Defining Organizational Behaviors

    5. Chapter 5 Wrap-Up

    6. Chapter #5 Defining Organizational Behaviors Quiz

    7. Activity: Identifying Ideal Behaviors Across the Organization

About this course

  • $699.00
  • 2.5 hours of video content

Included in this course:

  • Downloadable Templates & Worksheets

    Continue to practice what you learn even after you complete the course.

  • Built-in Quizzes

    Test your knowledge and retention as you go.

Course Description

Are your improvement efforts yielding short-term gains?  Has your journey been all about the tools? In this learning session, participants will explore two architectural methods for improvement: 1. Tool-based architecture, and 2. Principle-based architecture. Both are necessary in the evolution of culture. Few organizations build on what they have previously learned – that tools alone are not enough, that people need to understand the “WHY” behind the “HOW,” or the “principle-based architecture” behind a lean transformation.  

You will discover the key concepts behind The Shingo Model TM, which has guided lean transformations in many industries for more than 25 years and is now being applied in healthcare. During this program, participants will learn how other healthcare organizations are making this transition. Learn practical method and a framework to accelerate to world-class organization performance and organizational excellence through the appropriate application of lean principles, systems, and tools. You will also understand why lean transformations are about more than the application of tools – they are about transforming the culture. 

Target Audience: Clinical and nonclinical leaders across the healthcare industry including physicians, nurses, and healthcare executives

Learning Objectives

At the end of this session you will be able to:

  • Describe the difference between principle-based and tool-based organizational evolution

  • Define the principles of organizational excellence

  • Discuss the models for acceleration and sustainability of organizational evolution

  • Apply the principles of organizational excellence to your leadership behaviors

  • Explore a methodology for building principle-based systems

Why wait?

Learn to integrate tools, systems, and principles today!

Get started now

If you prefer to pay by invoice email us at [email protected]

We will contact you within one business day to begin the invoicing process.

Instructor(s)

Director of Education Karen Flom

Karen is the Director of Education where she is responsible for the development of curriculum and educational services. In her role, she works with healthcare organizations to understand their current state and design a transformation journey roadmap to help them reach their goals of attaining operational excellence. Karen joined Catalysis after 20 plus years at healthcare organizations, including ThedaCare where she worked in process improvement and operations in both clinical and hospital settings. During that time, she served on the steering team and piloted the initial development of ThedaCare’s lean management system created to support leaders to better understand their business, develop strong collaborative teams, and create visual management to see and improve performance. You can read about her integral role in the development of ThedaCare’s lean management system in the book Beyond Heroes, by Kim Barnas. Prior to joining our team, Karen served as faculty for Catalysis where she worked with healthcare organizations across North America.

Network Manager Chris Weisbrod

Chris works closely with Catalysis Healthcare Value Network member organizations to help them assess their current state and develop a plan to reach their transformation goals. He facilitates opportunities for CHVN members to learn, share, and connect with one another. Chris also serves as a Catalysis faculty member, teaching healthcare leaders from around the world about the principles of operational excellence and how they are the foundation for a lean transformation. He previously held various operations leadership and lean deployment positions at Akron Children’s Hospital in Ohio, where he worked with teams to implement several projects and programs to instill a culture of continuous process improvement throughout the organization. Chris received his Bachelors Degree in Communications from The University of Toledo, his Master of Business Administration from Ashland University and his Master Business Operational Excellence from The Ohio State University.

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