Lean Leadership Online Training

Online Training Series

Lean Leadership  |  16 one-hour self-paced modules   REGISTRATION OPEN!

[ezcol_2fifth][/ezcol_2fifth] [ezcol_3fifth_end] Advance your career with LeanCor Academy’s online course, Lean Leadership: Building the Lean Culture.

This interactive professional development course enables all leaders to:


  • Leverage lean principles to become a more effective leader, manage people, and drive operational excellence.
  • Improve value stream processes that impact the organization.
  • Learn how to create action-driven measurement systems and build successful teams.


This self-paced, online professional development program allows you to decide when and where to learn.  The course includes 16 modules, each lasting about 1 hour.  Upon enrollment, you’ll have 16 weeks or 4 months to complete all the course. Instead of focusing just on theory, this course will dive deeper into the actual application of the material being presented. It’s based on our years of collective operational experience leading teams and implementing lean supply chains. You’ll be able to use what you’ve learned and see the results first-hand. [/ezcol_3fifth_end]

Self Paced Online Training





Price Per Student
buy $550 Register $520 Register $455 Register
Group Discount Rate
N/A 15% 20% 30%
Continuing Education Units Per Student (CEUs)
1.6 1.6 1.6 1.6

Need to know more first? Learn more about this course and its features here or download the PDF Brochure here.

Lean Healthcare: Standard Work is Not So Standard

Lean Healthcare Standard Work is Not So StandardIn lean healthcare, it’s amazing how often standard work is missing. Observe the workers and note the variability of the processes. One shift does a task a certain way or an individual has developed their own technique; this variability in healthcare at times is seen as a badge of pride and honor. There are areas in healthcare where individuality can shine but in many areas, standard work should be imperative. One example of process variability that should have a healthcare facility concerned would be the sterilization/instrument decontamination area. If this area cannot produce a written standard work, then the instrument cleaning process more than likely is only as good as the last trainer. That should concern the surgeon as well as the whole operating room staff. Things as easy as labeling blood vials could use a standard work. Do you circle the date or write the date? Does the collector put three initials or just two? I bet most would say that’s all common sense, but do a Gemba and observe the variation. If there is a lot of variation in the simple but important tasks of labeling vials, then it can be assumed variation exists at some magnitude for the more difficult tasks of the decontamination process. Maybe its time to evaluate or start creating standard work. So how does the standard work get developed? One way is to research best practices.

  1. Write the standard work: By putting it in writing, it is more likely to become the standard and remain the standard.
  2. Train to standard work: No more as good as the last trainer. It’s the standard!
  3. Post it: You do not want, “out of sight, out of mind.”
  4. Audit: It enforces, “It’s the standard.”

Have the staff and subject matter experts involved from the start, writing the standard work. Communicating the “why” is paramount when developing and sustaining the standard work. Minimizing process variability which leads to process predictability is great for the patient, the provider and the payer.

Once the variability is gone, then true continuous process improvement can start.

Concentric has SMEs in Quality Healthcare so if you are looking for a healthcare quality assessment or training in lean in healthcare please feel free to reach out and see how we can help.

Lean Documentation

I was asked an interesting question this week from a colleague.  "Should I start over from scratch or fix my current mess of documents?"  This seems to be a theme lately that many of us are seeing.  I'd like to think of it as a very good question and a sign of good things to come.  When businesses start asking questions like this, my hopes are that they are no longer fighting to stay alive, but now in a mode to fight.  I'm hoping this by asking this question, a key player in an organization is taking his or her initial steps towards a lean document system that allows for quick reference to key documents, rather than system that is comparable to a needle in a haystack.  Now on to the answer I gave... At the most fundamental level, you need to start with standard requirements and/or the intial intent of documents.  What is the purpose?  What do you want to get out of these organized bits of words and wisdom?

Unless there is a special business requirement from a Customer, organizations need to keep in mind that every document created comes at a cost.

I see organizations on a regular basis with hundreds or thousands of different documents claiming to be of value.  Past experience with a "say what you do, do what you say and document it" approach sometimes makes one blind to the original intent.  As an example, ISO 9001 only requires 6 documented procedures. Unless there is a special business requirement from your Customer, organizations need to keep in mind that every document created comes at a cost. The cost can add up quickly in two ways - cost of maintenance and cost of distracting from (or "watering down of") more important documents.

Start at the highest level possible and create a blank slate for storing the Top 20 procedures (or whatever number makes sense that is less than 20). The "blank slate" could be a fancy database or literally a BLANK SLATE.  From there, clear ownership needs to be assigned for each document, ideally adopted and maintained by each actual process owner within the organization.  Secondary procedures, instructions, forms, etc. can be referenced from there.  We strongly recommend that each document, at all levels, have a parent procedure that is tied back to a specific requirement or business need.  (The preference is a link back to the business need such as a business plan line item or corporate guidance manual.)

Like any 5S exercise, the orphan documents without a home or business need should be sorted out and archived so the valuable documents have the best chance to be used as the valuable business tools that they are.