Lean Six Sigma Green Belt for Healthcare

Montreal session is now open for registration

  • Toronto - October 24-26, 2018 (Wednesday to Friday) - Register Today 
  • Montreal - October 11-13, 2018 (Thursday to Saturday) - Register Today

The cost of the training session is $2000.00 CDN

For any inquiries please contact aboussetta [at] live.ca (Alex Boussetta)

The Program for Operations Excellence is proud to be offering its this training on Lean Six Sigma for Healthcare. Instructor Alex Boussetta is already regularly giving this training in private sessions to healthcare professionals.

  • It will be offered on three days from 9 AM to 5 PM
  • It will include an exam
  • A "Certified Healthcare Lean Sigma Green Belt" certificate will be issued after participating in the training, case study and passing the exam.

*Cancellation Policy: McGill University reserves the right to cancel any course for lack of sufficient attendees, in which case registration fees will be fully refunded. If applicants cancel less than two weeks prior to the start of the class, they will be charged $100.00. Applicants also have the right to send a replacement, if they are unable to attend the session.

Pre-requisites: Attendees must have at least two years of relevant full-time work experience in healthcare (no internships).

Lean training is subject to a minimum of 20 people. On the occasion when less than the minimum number have booked, McGill University reserves the right to cancel the course and registration fees will be fully refunded.


At the end of the training, the participants will be able to:

  • Understand the Lean Six Sigma methodology
  • Understand how it is integrated with the IHI Improvement model
  • Apply it to transactional and operational processes, in a healthcare environment
  • Identify root causes of a problem
  • Identify wastes and constraints (bottlenecks)
  • Find and implement solutions

Career aspects

Knowledge of the Lean Six Sigma methodology has become a prominent skill for professionals in Development, Manufacturing and Service companies, and is a rising trend in the healthcare field. Experience and training in that methodology is usually an asset for Management, Professional, and Quality positions.

A Lean Six Sigma Green Belt for HealthCare certificate will be given after the exam correction.

Alex Boussetta

Teaching method

  • Theory will be given regularly throughout the seminar
  • Case studies and exercises will be used to experiment the tools and methodology
  • An exam will also be given (1 hour)
  • This training is an intensive session of 3 days


Alex Boussetta, Eng. M. Eng., PMP, Agile SMC, EP
Certified Six Sigma Master Black Belt
Affiliate Member, Desautels Faculty of Management, McGill University
Executive Consultant, Operational Excellence, Abacus Team Inc.
Email: aboussetta [at] live.ca

Course Outline

Overview of Lean Six Sigma

a. Explanation of the evaluation process and exam
b. Context of continuous improvement
c. Applications
d. Experimenting the Lean principles

  1. Value, 7 wastes, value added in healthcare
  2. Value stream 
  3. Flow and 1 piece flow, takt time
  4. Pull 
  5. Simulation

e. Overview of the methodology and phases

  1. The 5 phases
  2. Overview of the kaizen event methodology and tools

f. Integration of RDMAIC with the Institute for Healthcare Improvement model

Recognize and Define phase (phase 1): defining the problem and the project

a. Selecting the right projects to improve
b. SWOT tool
c. Hoshin Kanri overview
d. Defining the project (mission statement, SIPOC)
e. Setting objectives
f. Defining the project team
g. Force field analysis

Measure introduction and Statistical notions review

a. The metrics: Sigma, DPMO, yields
b. Histograms
c. Behaviour of the Gaussian (normal) distribution

Measure phase (phase 2): measuring the actual performance

a. Voice of the customer

  1. Patient vs customer
  2. Getting the VOC

b. Defining metrics related to the objectives

  1. Overview of the metrics flow down

c. Brainstorming, Cause and effect diagrams, 5W
d. Mapping the process and analysis of the mapping
e. Data collection

  1. Planning the data collection
  2. Observation
  3. Sample size calculation 
  4. Measurement system analysis introduction: biases 

g. Process capability

  1. Metrics: Cp, Cpk, DPMO
  2. Interpretation

Analyze phase (phase 3): identifying the vital factors

a. Graphical tools and interpretation

  1. Pareto Chart, run chart, pie chart, scatter plot, etc

b. Understanding the variation:

  1. Control charts: natural limits and specification limits
  2. Variation: random or assignable

c. Selection of the factors to improve: wastes and variation

Improve phase - PDSA (phase 4): selection the right solution

a. Plan

  1. Selecting the right solution 
  2. Creativity tools
  3. Scenario evaluations and selection vs targets and lean concepts
  4. Pugh Matrix
  5. Test Plan development and 3P

b. Do

  1. Pilot execution
  2. Data collection

c. Study:

  1. Results review and optimization

d. Act

  1. 5S and Visual Management 
  2. Visual management and mistake proofing
  3. Office kanban to manage the flow
  4. Patient Safety Alert System 
  5. Implementation planning

Control phase (phase 5): maintaining the improvements

a. Setting a control plan
b. Control charts and statistical process control: Xbar R chart and p chart
c. Post mortem and audits
d. Evaluation the gains

Introduction to the Lean Daily Management System

a. Leader standard work
b. Visual controls
c. Daily accountability