Lean Six Sigma Black Belt gives Lean Six Sigma Green Belts the confidence to design and implement better processes by analyzing the data rather than the gutfeel. Lean Six Sigma Green Belts who have demonstrated their knowledge initiating and completing at least one project will gain further knowledge to lead efforts to reduce process variations and improve results.

Pre-Requisites to Registration - Prior to being able to register, the following must be submitted to programs@marylandpatientsafety.org.

• Submit proof of your Green Belt Certirfication to MPSC along with the project details below:
  • Project charter
  • Show Baseline Data, Benchmark or Target Data, Outcome and Process Metrics
    
  • Show Bar or line graph with baseline data, last three months data to show the progress with trend line. Also draw the target line.
  • Process Maps -Current and Future 
  • Gap Analysis – identify gaps and probable solution(s) 
  • Test of Changes / Pilot Runs in Bar Graphs / Line Graphs 
  • Implementation Plan 
  • Communication Plan
• Prepare a 40+ slide presentation to "Introduction to Lean Six Sigma"

This course has been submitted for nursing continuing education, and will award approximately 18 contact hours. Credit hours are subject to accreditation approval following content review.

The Root Cause Analysis (RCA) course provides healthcare professionals with the knowledge and skills to systematically investigate and address the underlying causes of medical errors, adverse events, and process inefficiencies. This course covers proven RCA methodologies, including the use of tools like the Five Whys, Fishbone Diagrams, and Failure Mode and Effects Analysis (FMEA), to identify root causes and implement effective corrective actions. Through case studies and practical exercises, participants will learn how to enhance patient safety, improve clinical processes, and foster a culture of proactive problem-solving. By the end of the course, healthcare professionals will be equipped to lead RCA initiatives that drive meaningful and sustainable improvements in their organizations.

Adventist Healthcare Rehabilitation

Preventing catheter-associated urinary tract infections requires reliable systems, not just individual vigilance. This session will highlight how the Adventist Healthcare Rehabilitation team dramatically reduced CAUTIs by embedding catheter necessity reviews, evidence-based hygiene practices, and interdisciplinary accountability into everyday workflows. Attendees will learn how simple, sustainable process changes transformed safety culture, reduced device utilization, and created a replicable model for achieving zero harm in the post-acute care setting.

The three-day Lean Six Sigma Green Belt course equips healthcare professionals with the essential tools and methodologies to improve patient care, reduce inefficiencies, and enhance operational performance. This course provides a comprehensive understanding of Lean and Six Sigma principles, focusing on data-driven decision making, process optimization, and waste reduction within healthcare settings. Participants will learn to identify areas for improvement, implement sustainable solutions, and lead quality improvement projects that drive measurable results. Through real-world case studies and hands-on exercises, healthcare professionals will gain the skills needed to enhance patient outcomes, streamline workflows, and foster a culture of continuous improvement in their organizations. 

Safety event reporting systems are a foundational component of organizational learning, yet many healthcare organizations struggle with fragmented platforms, overly complex reporting processes, and inconsistent event classification structures. In this webinar, LifeBridge Health and Adventist Health will share their approaches to improving event reporting and creating systems that better support safety, quality, and continuous improvement.

Medication safety improvements must come from practical changes that strengthen systems rather than single interventions. Join three local healthcare organizations as they share medication safety pearls and lessons learned from initiatives that enhanced medication use processes through technology, safety culture improvement, and multidisciplinary collaboration. Leave with practical strategies and actionable ideas that can be adapted to improve medication safety in your own organization.

This course presents a high-level orientation to the breadth of human factors engineering and a selection of specific skills. Participants will gain exposure to core knowledge of the domain and given an opportunity to apply human factors tools, along with an orientation to how the concepts could be applied to healthcare and specifically patient safety initiatives. Topics will cover human information processing, basic usability, the system engineering initiative for patient safety (SEIPS), and systems thinking with a focus on how they apply to patient safety work. In addition to the didactic lecture format, participants will actively engage in application and discussion in the use of the tools and frameworks presented to reinforce learning.

This course has been submitted for nursing continuing education, and will award approximately 5 contact hours. Credit hours are subject to accreditation approval following content review.

Carroll Hospital

Preventing hospital-acquired pressure injuries demands a culture of accountability, collaboration, and continuous improvement. This session will explore how Carroll Hospital achieved a 64% reduction in reportable HAPIs through a multidisciplinary, data-driven quality improvement initiative. Attendees will learn how standardized prevention practices, real-time performance feedback, frontline engagement, and innovative technology were combined to strengthen compliance, improve patient outcomes, and create a sustainable model for pressure injury prevention.

Learning Objectives

By the end of this presentation, participants will be able to:

1. Describe the impact of hospital-acquired pressure injuries on patient safety, quality outcomes, and healthcare costs.
2. Identify key components of a successful pressure injury prevention program, including multidisciplinary collaboration, risk assessment, and prevention bundle implementation.
3. Discuss evidence-based interventions used to reduce HAPI rates, such as staff education, skin assessment protocols, support surfaces, and patient repositioning strategies.
4. Analyze outcome data demonstrating the effectiveness of targeted prevention initiatives in reducing hospital-acquired pressure injuries.
5. Apply lessons learned and best practices to develop or strengthen pressure injury prevention efforts within their own healthcare organizations.

Baltimore Washington Medical Center

Preventing avoidable hospital readmissions requires early intervention and coordinated care across the continuum. This session will highlight how Baltimore Washington Medical Center implemented an innovative Emergency Department Transitional Nurse Navigator model that identifies high-risk patients during ED visits and connects them with the clinical and community resources needed to safely avoid hospitalization whenever appropriate. Attendees will learn how automation, multidisciplinary collaboration, and proactive care coordination reduced readmissions, increased safe discharges, and improved outcomes by addressing both clinical needs and the social drivers of health.

UPMC Western Maryland

Hospital-acquired pressure injuries are among the most preventable yet persistent sources of patient harm. This session will showcase how UPMC Western Maryland implemented a multidisciplinary, hospital-wide initiative that used data, root cause analysis, evidence-based prevention strategies, and workflow redesign to dramatically reduce HAPI rates across the continuum of care. Attendees will learn how cross-functional collaboration, targeted interventions, enhanced documentation, and continuous monitoring helped the organization outperform national benchmarks while creating a sustainable model for pressure injury prevention that can be adapted by other healthcare organizations.