Introduction
Training Topic On September 11, managers, supervisors, and executive leaders from Memorial Hospital Los Banos (MHLB) will complete training on leader standard work. Leader standard work is a lean tool that helps leaders to identify what is value-add and non-value-add in their work. Once a leader can identify what is non-value add, they should start the process of eliminating their non-value add activities and spend more time coaching their employees to problem solve and improve patient care. In lean, value is determined by what the customer is willing to pay for. Consequently, in health care, the customer is the patient. Users of this tool do not have to be formal leaders within the organization, but in this phase at MHLB, we …show more content…
The training objectives will be met with little to now formal instruction, but through activity. There is already a sense of apprehension to lean in the hospital; therefore, I have narrowly scoped the training objectives. Wlodkowski’s (2008) strategy, (STRATEGY 6) which recommends clearly identifying learning objectives, supports this decision. The intent is to avoid confusing the learners with lean terms and lingo. As Wlodkowski’s (2008) suggest that learning by doing allows the learner to demonstrate the acceptable performance. A survey will be sent to each learner two weeks prior to the training. This survey is designed to discover the learners expectations of the training and their goals as a leader. The data from the survey will then be used to finalize the design of the training in hopes that we can align most of their expectations and goals. As perviously stated, lean is not the most favorite topic to learn or discuss at MHLB and negative emotions may effect the productivity of the training if these insights were shared as a group. Wlodkowski’s (2008) states that connecting the objectives and the learners’ goals can increase motivation and learners …show more content…
The first learning outcome will be the completed artifact, which will be the leader standard work tool. The second outcome is the intent behind the tool. We will know learning has occurred in two different phases. During the training, learners will learn how to distinguish between non-value add and value add actives and how to support their teams through basic problem-solving. The first phase will be if the learner can identify with in their standard work what is non-value add and what is value add. The second phase, which is the most important phase and is when deeper learning occurs, is if the learner still embodies the intent of the training. Evidence of intent can be determined if the leader’s standard work is being utilized, has gone through a couple revisions, the learner can speak to the benefits they have been able to meet due to their leader standard work and most importantly if we observe the existence of problem-solving within their
Training Topic On September 11, managers, supervisors, and executive leaders from Memorial Hospital Los Banos (MHLB) will complete training on leader standard work. Leader standard work is a lean tool that helps leaders to identify what is value-add and non-value-add in their work. Once a leader can identify what is non-value add, they should start the process of eliminating their non-value add activities and spend more time coaching their employees to problem solve and improve patient care. In lean, value is determined by what the customer is willing to pay for. Consequently, in health care, the customer is the patient. Users of this tool do not have to be formal leaders within the organization, but in this phase at MHLB, we …show more content…
The training objectives will be met with little to now formal instruction, but through activity. There is already a sense of apprehension to lean in the hospital; therefore, I have narrowly scoped the training objectives. Wlodkowski’s (2008) strategy, (STRATEGY 6) which recommends clearly identifying learning objectives, supports this decision. The intent is to avoid confusing the learners with lean terms and lingo. As Wlodkowski’s (2008) suggest that learning by doing allows the learner to demonstrate the acceptable performance. A survey will be sent to each learner two weeks prior to the training. This survey is designed to discover the learners expectations of the training and their goals as a leader. The data from the survey will then be used to finalize the design of the training in hopes that we can align most of their expectations and goals. As perviously stated, lean is not the most favorite topic to learn or discuss at MHLB and negative emotions may effect the productivity of the training if these insights were shared as a group. Wlodkowski’s (2008) states that connecting the objectives and the learners’ goals can increase motivation and learners …show more content…
The first learning outcome will be the completed artifact, which will be the leader standard work tool. The second outcome is the intent behind the tool. We will know learning has occurred in two different phases. During the training, learners will learn how to distinguish between non-value add and value add actives and how to support their teams through basic problem-solving. The first phase will be if the learner can identify with in their standard work what is non-value add and what is value add. The second phase, which is the most important phase and is when deeper learning occurs, is if the learner still embodies the intent of the training. Evidence of intent can be determined if the leader’s standard work is being utilized, has gone through a couple revisions, the learner can speak to the benefits they have been able to meet due to their leader standard work and most importantly if we observe the existence of problem-solving within their