Participants in a Health Department Quality Improvement Training pilot spearheaded by the Public Health Services Council of Ohio (PHSCO) identified four major takeaways that helped refine the curriculum for subsequent cohorts. First, because health departments are deeply embedded in the day-to-day operations, many participants found it challenging to step back and avoid predetermined solutions. “Problem identification needs to have focus to ensure projects that are selected are manageable and able to be accomplished in a specific time frame,” Hollingsworth explained.
Secondly, ensuring participants understand tools such as the solution matrix and systematic decision-making methods aids in strategic planning. This knowledge not only supports daily operational needs but also reinforces the importance of stakeholder engagement and cross‑functional teamwork, both critical for sustaining process improvements and driving organizational change.
A third takeaway emphasized the value of grounding efforts in a strong quality improvement framework. Hollingsworth noted that “a broader understanding of project scope and the flexibility to adapt during process improvement efforts are most beneficial when teams have a strong quality improvement culture.”
The program also revealed lessons for future initiatives, particularly those addressing emerging issues. For example, the impact of a global pandemic made it clear that baseline data was often missing or skewed, complicating efforts to collect accurate starting metrics.
An additional challenge arose related to participant willingness to engage with the program’s coaching support. “Coach engagement is crucial to work through the unknowns that arise in projects,” Hollingsworth explained. “The depth and breadth of knowledge that the Lean Six Sigma Black Belt coaches provide helps teams feel more confident in their ability to lead process improvement projects.”
Finally, the pilot highlighted the importance of timing between training sessions and project cycles. Understanding departmental process cycles and planning improvements accordingly helps maintain momentum from project initiation through completion. “Areas identified for improvement were primarily logistical in nature and were easily addressed,” Goon noted.