3rd Annual Western Forum
LEAN AND CONTINUOUS QUALITY IMPROVEMENT IN HEALTHCARE

November 29, 2012

8:15

Registration and Continental Breakfast

9:00

Welcoming Remarks from Insight Information

9:05

Opening Remarks from the Co-Chair

Rena van der Wal 
Executive Director
Staffing Innovation/LEAN Transformation Services
Vancouver Coastal Health

9:15

SPECIAL ADDRESS

British Columbia's Quality of Care Journey – A Provincial Update on LEAN and the CQI Agenda for BC

Heather Davidson 
Assistant Deputy Minister, Planning and Innovation
BC Ministry of Health

10:00

Networking Coffee Break

10:15

Performance Improvement – Disseminating the Gains of QI in Healthcare

Dave Brewin 
Co-Executive Director
Provincial Access Team
Alberta Health Services

Dawn Ridd 
LSS Strategy Lead
Manitoba Health

• Setting common goals and standards
• A coordinated and integrated game plan for provincial CQI
• Harvesting best practices and "franchising" them
• Developing "Gold standards" that improve quality and allow room for local differences
• Sustaining the gains and disseminating them
• Ensuring accountability
• Incentives for lasting improvements

11:15

Who Owns the QI Mandate? – Making Excellence Go Viral Across the Entire Healthcare System

S. Ann Colbourne, MD, FRCP(C), FACP 
Associate Zone Medical Director-Integrated Quality Management
Director-Care Transformation
Alberta Health Services

• Why the change is about culture
• Not buy-in but ownership across the board
• Culture change is not easy – case studies of success
• No lowest common denominator – zero tolerance for dysfunction
• How this works across the hierarchy and across the silos

12:00

Networking Luncheon

1:15

Building Capacity for Sustainable and Continuous Excellence

Rena van der Wal 
Executive Director
Staffing Innovation/LEAN Transformation Services
Vancouver Coastal Health

After working for several years to implement LEAN within a health region, what are the key lessons that have been learned to date?

• Understand key areas of focus
• Goal setting and alignment (vertically and horizontally)
• Managing competing priorities
• Role of leaders in sustainment
• Visual management
• Building and supporting internal capacity versus using external resources
• Building the improvement culture across the system

2:00

Using LEAN Management to Set Direction and Build Problem Solving Muscle in Healthcare Organizations

Margaret Seppelt 
Director, imProve
Provincial Health Services Authority

• Understand a LEAN Management System
• Strategies to focus and align priority improvement gaps
• LEAN management approaches to daily problem solving
• Describe the role of a leader in a LEAN culture
• Explore the implementation of a LEAN Management System at Provincial Health Service Authority
• Discuss the implications for Canadian healthcare

2:45

Networking Refreshment Break

3:00

Effective Care Transfers for Improved Quality of Care – The Role of the Physician

Jana Davidson, MD, FRCP(C)
Vice President Medical Affairs and Psychiatrist in Chief
Children's and Women's Mental Health Programs
Children's and Women's Health Centre of BC

• Why care transfers are often mishandled
• Common sources of poor care transitions and hand offs
• Successful approaches and strategies
• Case studies and lessons learned in the Child and Adolescent Psychiatric Emergency Unit

3:45

IT/IM Strategies that Support Quality Improvement

Denis Protti 
Professor Emeritus
University of Victoria

• What does IT/IM bring to the continuous improvement mandate?
• IT/IM to facilitate QI objectives
• Planning IT infrastructure and acquisitions to support CQI
• LEAN Visual Management and IT/IM

4:30

Conference Adjourns for the Day

November 30, 2012

8:30

Continental Breakfast

9:00

Co-Chair's Opening Remarks

S. Ann Colbourne, MD, FRCP(C), FACP 
Associate Zone Medical Director-Integrated Quality Management
Director-Care Transformation
Alberta Health Services

9:05

Macro Level LEAN Strategies for Smoother Transitions and Change Management

Tammy Arntson BSc, PT, BPE
Lean Coordinator
Covenant Health

• Facilitating organizational transformation to a continuous improvement culture
• Paradigm shift - the keys for successful transitions
• Embracing the philosophy and implementing the management techniques
• Linking strategies to operations
• Training and communication strategies

9:45

Patient Centric Quality Improvements – Putting the Patient First

Micheal Vonn
Policy Director
British Columbia Civil Liberties Association

• Data vs. Communication: a chart is not a substitute for a discussion
• Issues regarding failure to communicate – including informed consent
• CMA policy on privacy and what constitutes the "circle of care"
• Incorrect or prejudicial information – more than a safety issue

10:30

Networking Coffee Break

10:45

Knowledge Utilization and CQI in Healthcare

Dale Schattenkirk, CHRP 
President/CEO, Lean Six Sigma Master Black Belt
LTS Consulting

• Knowledge and information gathering to support CQI
• Metrics that support the improvement journey
  • Process
  • Outcomes
  • Efficiencies and cost savings
• Using metrics for sustaining the gains
  • Education
  • Dissemination
  • Commitment
  • Continuity
• Case studies and examples

11:30

CQI in BC's Integrated Health Networks for Improvements throughout the Circle of Care

Carole Gillam 
Executive Director, Primary Care
Vancouver Coastal Health

• Addressing quality improvements in an integrated, multi-faceted care delivery model
• Process improvement strategies for patient centred chronic care
• Information gathering and reporting for the improvement spiral
• Attention to faster and more efficient referral processes
• Measuring the gains and building on them
• Training and information sharing essentials
  • For the care team
  • For the patient and the family
• Process improvements that still accommodate individual differences and needs

12:15

Networking Luncheon

1:30

The Triple Aim Contribution to CQI – Alberta Health Improvement Way Case Study

Steve Peirce 
Six Sigma Black Belt, CMQ/OE, CQPA
Process Improvement Consultant
Alberta Health Services

• Triple Aim (A3) – what it entails and where it fits in process improvement
• Alberta's approach to process improvement in healthcare and A3
• Supporting / aligning on a conceptual level with triple aim through the 5 Year Health Action Plan
• Tier one measures (projects)
• AIW/AIM methodology
• Results to date and next steps

2:15

Networking Refreshment Break

2:30

LEAN Strategies for Support Services in Healthcare – Operations Case Study

Jennifer Fougere 
Vice President Operations, Support Services
Covenant Health

• What are the main performance challenges for support services?
• Why LEAN for addressing them?
• Planning the solutions
• Implementation
  • Implementation obstacles and challenges
  • How are they addressed
• Next steps

3:15

Front Line CQI in Patient Transport Services – Interior Health Case Study

Brent Hobbs 
Director Patient Transport Services
Interior Health

Interior Health Patient Transport Services has developed a robust CQI program that is showing good results. In this session you will learn about:

• Our approach to continuous performance improvement
• Implementation and challenges encountered
• Strategic solutions
• Measurement and results
• What is next on our agenda

4:00

Co-Chair's Closing Remarks and Conference Concludes

Pre-conference In-depth Workshops | November 28, 2012

Workshop A – 9:00 a.m. to 12 p.m.

Essential Tools in LEAN Six Sigma Improvement Process

Steve Peirce, Six Sigma Black Belt, CMQ/OE, CQPA 
Process Improvement Consultant
Alberta Health Services

Do you know what the terms "TPS", "Kaizen", "Six Sigma" and "Gemba" refer to? Have you not yet been involved in a LEAN project but want to learn more about the philosophy, the methods and the tools? This in-depth workshop will deliver the essentials of these continuous quality improvement methodologies and provide you with ample opportunities to ask questions and receive the details you are looking for on topics such as:

• LEAN Thinking, Just-in-Time, and the Toyota Production System
• Six Sigma: the key to understanding and managing variation
• Going to the Gemba; Kaizen and engagement
• Value Stream Mapping (VSM) - Current state VSM – examining your processes to identify weak links - Future state VSM – capitalize on the improvement opportunities
• Value analysis – eliminating waste
• Root cause analysis – digging deep for the true source of the problem
• Gap analysis – action plan for transformation from current to future state
• Value graph – prioritizing action items and setting the change agenda based on effort required and value added
• A3
• P ulling it all together

This is a must-attend introductory session for anyone new to the topic. A detailed glossary of key terms will be provided as well as materials that have been specially developed by the workshop leader, a LEAN expert with full accreditation and multi-sector experience.

Steve Peirce has 25 years of experience both as an operations team leader and as a continuous improvement specialist at Canada Post, and has recently joined Alberta Health Services as a Process Improvement Consultant. Steve's experience has focused on application of continuous improvement thinking and methods in transactional and service environments.

Steve is a Six Sigma Black Belt and has completed a LEAN Black Belt program. He also holds Certified Manager of Quality / Organizational Excellence, and Certified Quality Process Analyst designations from the American Society for Quality, as well as a Quality Management Certificate from the University of Manitoba. Steve served for 6 years as a Director and Vice Chair of the Quality Council of Alberta and has been an instructor in the Quality Assurance Certificate program at the Southern Alberta Institute of Technology.

12:00 – 1:00 Light lunch will be served for delegates attending both workshops

Workshop B – 1:00 p.m. to 4:00 p.m.

Metrics that Support Continuous Operational Improvements In Healthcare

Dale Schattenkirk, CHRP
President/CEO
Lean Six Sigma Master Black Belt, LTS Consulting

Effectively designed analytical or measurement processes are crucial to QI projects whether this be from the early stages of selecting and acquiring the data you need, to the final delivery of meaningful analysis on outcomes and results. This workshop will provide a roadmap that highlights the inherent and often unknown analytic processes that support many improvement initiatives as well as models of systems that enable the measurement of initiative outcomes. Focus will be on creating an overall healthcare Value Stream Map and how to use it to identify opportunity.

Topics will include:

• Acquiring data: tips and tools to extract, assemble and clean large data sets
• Representing data in graphs: the basic representation techniques and pitfalls
• A general queuing system explained: the Demand-Capacity- Flow paradigm
• Operational improvements: how to pinpoint the impact (or lack thereof) of an initiative
• How to use an organizational Value Stream Map to identify when and where to implement Lean initiatives
• Dashboards derived from Organizational Value Stream Maps: presenting the final results via rich interactivity
• Application of performance measurement tools to LEAN and other process improvement initiatives

This in-depth workshop will afford you time and opportunity to ask questions of the expert workshop leader, and you will receive specially prepared written materials to enhance your learning process.

Dale Schattenkirk, CHRP who is President and CEO of LTS Consulting, has over 12 years of experience in consulting, training, development and implementation of Lean Six Sigma methodology. Dale is an expert in transformational change and works with all levels of the organization from the frontline to the CEO to teach them how to practically apply Lean Six Sigma in their settings and what it takes to be a leader in a Lean Six Sigma organization. Dale, with his team at the Five Hills Health Region, was awarded the Lieutenant Governor's Award of the Saskatchewan Regional group by the Institute of Public Administration of Canada (IPAC), for their success in the implementation of LSS within the Five Hills Health Region. Dale is currently leading provincial transformations for Manitoba Health and Health PEI.

MAINTENANCE OF CERTIFICATION
Attendance at this program entitles certified Canadian College of Health Leaders members (CHE / Fellow) to 5.75 Category II credits for Nov 29-30, 2012 and 1.5 Category II credits for Nov 28, 2012 Pre-Conference workshops toward their maintenance of certification requirement..

CEOs, Senior Administrators, Medical Directors, Chiefs of Staff, Directors and Managers of:

• Performance Improvement, Safety and Quality, Operations, Corporate Services, Clinical Care, Laboratory Services, Emergency Departments, Decision Support

And:

• Ministers, Deputy Ministers, Public Policy Analysts, Advisers, Consultants, Educators and Trainers and Researchers

From:

• Health Regions, Hospitals, Long Term Care and Rehabilitation Centres, Regional and Community Health Centres, Private and Public Laboratories, Diagnostic Imaging Services, Provincial Health Ministries, Health Canada, Professional Associations and Colleges

Dear colleague,

Delivering lasting improvements in the quality of healthcare services in the face of challenged budgets has become the number one priority for most healthcare organizations. In the context of budget constraints, an aging population and ballooning demand, how can healthcare leaders, healthcare providers and front line managers and staff ensure that these primary objectives of healthcare systems are met? How can health systems improve quality while ensuring safety and service satisfaction for patients and staff in an era of financial constraints? This Insight Information healthcare event for British Columbia and western Canada will focus on key strategies for achieving process and outcome improvements in healthcare while managing costs. Using practical case studies and reporting on a range of strategies that include LEAN, Six Sigma and Triple Aim this conference will support the efforts of provincial, regional and organization healthcare leaders, as they move forward with comprehensive strategies for improving the quality of healthcare and for sustaining the gains that are made.

Topics you have told us are important to you and that will be addressed include:

• Developing "Gold standards" that improve quality and allow room for local differences
• Culture change is not easy – case studies of success
• No lowest common denominator – zero tolerance for dysfunction
• Building capacity for sustainable and continuous excellence
• Goal setting and alignment (vertically and horizontally)
• lanning IT infrastructure and acquisitions to support CQI
• Addressing quality improvements in an integrated, multi-faceted care delivery model
• Information gathering and reporting for the improvement spiral
• Attention to faster and more efficient referral processes
• Triple Aim (A3) – what it entails and where it fits in process improvement
• Not buy-in but ownership across the board
• Strategies to focus and align priority improvement gaps

Attend to benefit from the hard won lessons of leading improvement experts in Canadian healthcare. And, for added value, consider attending the pre-conference workshops for intensive, skills-based, in-depth learning on:

• Essential Tools in LEAN Six Sigma Improvement Process
• Metrics that Support Continuous Operational Improvements In Healthcare

We look forward to seeing you there!

Rena van der Wal 
Executive Director
Staffing Innovation/LEAN Transformation Services
Vancouver Coastal Health

S. Ann Colbourne, MD, FRCP(C), FACP
Associate Zone Medical
Director-Integrated Quality Management Director-Care Transformation
Alberta Health Services

Marketing Partner

Please note: Full payment is required in advance of conference dates. Please make all cheques payable to Insight Information.