LEAN SIX SIGMA IN HEALTHCARE

MARCH 20, 2012

8:15

Registration and Continental Breakfast

9:00

Welcoming Remarks from Insight Information

9:05

Opening Remarks from the Co-Chairs

Mary-Ann Hiltz Vice
President Strategy and Organizational Performance
IWK Health Centre

Nancy Roberts 
Vice President, Health Services Planning, Quality and Research
Horizon Health Network

9:15

Incorporating Lean in Provincial and Regional Quality Improvement Planning

Moderator:

R. Kenneth McGeorge, BS, DHA, CHE
President and Chief Executive Officer
York Care Centre

Brie DeMone 
Executive Director, Health System Innovation
Manitoba Health

Perry Doody 
Vice President, Operations
Revera Home Health

Donald J. Peters, P. Eng.
President and CEO
Horizon Health Network

• Meeting the need for continuous quality improvement in healthcare planning – the challenge
• Why consider provincial and regional Lean initiatives in healthcare?
• Assessing the options – what to consider
• Policy, organizational, and operational issues and obstacles
• Implementation – is there a best approach? A best level?
• Aligning provincial and regional healthcare objectives and Lean – doable?
• How far can Lean approaches take us – is there a limit?

10:30

Networking Coffee Break

10:45

KEYNOTE ADDRESS

Leadership Strategies for Lean Organizational Transformation

Michele Jordan, B.Sc., MBA, CHE 
Vice President, Women's and Children's Program, Quality Improvement and Transformation
Rouge Valley Health System (Toronto)

• Facilitating organizational transformation to a continuous improvement culture
• Paradigm shift – the role of leadership
• Embracing the philosophy and implementing the management techniques
• Defining goals and value streams
• Oversight and accountability
• Continuous improvement and continuous measurement
• Governance and the role of the Board
• A patient-centric model
• Paying the gains forward

11:30

Patient Centred LEAN Initiatives – What Do They Look Like?

Nancy Roberts
Vice President, Health Services Planning, Quality and Research
Horizon Health Network

• Putting the patient at the centre
• Listening before acting
• Patient input in goal and priority setting
• The patient as partner in Lean transformations
• Using Lean to map the patient's circle of care
• Strategies and lessons learned

12:00

Networking Luncheon

1:00

SPECIAL KEYNOTE ADDRESS

Embedding LEAN in the Organization's DNA – LEAN Longevity

Roger Gerard, PhD
Chief Learning Officer
ThedaCare (USA)

Co-Author together with

John Toussaint, M.D. 
of On the Mend: Revolutionizing Healthcare to Save Lives and Transform the Industry

Learn from one of the pioneers in Lean process improvement for healthcare how to revolutionize your system to bring about positive change for your patients and your organization. You will hear about the nine key steps in the Thedacare improvement process and how challenges were overcome to achieve the revolutionary and lasting results Thedacare continues to display.

1:45

Lean Management – The Key to Building and Sustaining Success with Lean

Gordon Burrill 
Partner – Healthcare Advisory
KPMG Management Services LLP

• Lessons learned from Lean transformations across over 60 hospitals in Canada
• Creating the link between strategy and frontline improvement work
• Building the Lean Management System for sustained improvements
• Lean process requires Lean management
• Cascading accountability and ensuring ongoing meaningful metrics
• Visual management and frontline problem solving
• Leader standard work – leave the firefighting role behind

2:30

Early Stage Considerations in Making the Move to LEAN

Colin Stevenson
Vice President, Operations
Colchester East Hants Health Authority

• Getting started – first essential steps in the system re-design process
• Where should Lean improvements begin - the thin edge of the wedge
• Who should lead the way?
• Defining the goals – what to consider
• Setting the milestones – what works best
• Essentials for implementation
  • selecting the change champions
  • selecting the tools
  • establishing the responsibility and accountability
  • planning the change and the buy-in
  • establishing the timelines and the concrete milestone targets

3:15

Networking Refreshment Break

3:30

Performance Measurement Strategies for LEAN Transformations in Healthcare

Jennifer Kikkert 
Regional Lead, Business Process management
Horizon Health Network (Miramichi)

Lauren McVeigh, P. Eng. 
Regional Process Analyst
Horizon Health Network (Miramichi)

Without effective performance measurement strategies it will be very difficult to assess the outcomes of your improvement initiative, and almost impossible to fine tune it for better results as the project unfolds. To ensure measurement tools that are aligned with the objectives of the improvement and change initiative, the two must be fully integrated and coordinated from the outset and remain aligned until the project's completion.

• Aligning metrics and Lean QI
• Choosing the right measurement tools
• Making the measurement an integral part of the project
• Options and considerations
• Lean performance measurement and change management

4:15

IT/IM Strategies that Support LEAN and Quality Improvements in Healthcare

Ron Parker 
Group Director, Emerging Technologies Group
Canada Health Infoway Inc.

• What does IT/IM bring to the continuous improvement mandate?
• Aligning IT/IM to Lean objectives
• Planning IT infrastructure and acquisitions with PI in mind
• Lean Visual management and IT/IM
• Ensuring ROI
• Case studies and lessons learned to date

5:00

Conference Adjourns for the Day

MARCH 21, 2012

8:30

Continental Breakfast

9:00

Co-Chairs' Opening Remarks

9:05

LEAN as an Agent of Continuous Improvement in Integrated Healthcare Systems

Lauren Kelly 
Systems Optimization Analyst
Quality & Access Management
Corporate Development and Innovation
Health PEI

In this session you will hear about the initial LEAN quality improvement projects that have been completed by Health PEI, and how Lean and other QI methodologies are being incorporated to bring about greater integration in the planning and delivery of healthcare services in the province while still achieving overall Health PEI strategic goals. The implementation and results of the three original pilot projects will be reviewed, and the next steps in the program will be covered. Lessons learned from the journey so far will be highlighted as well as the challenges encountered, how they are being addressed and the next steps on the road ahead.

9:45

CASE STUDY

Adapting LEAN to the Culture and Objectives of Your Organization

Gary P. Cox 
Director Engineering & Continuous Improvement
Atlantic Region, Canada Post Corporation

Hear about the strategies that have allowed a successful turnaround to take place using Lean and Six Sigma approaches while respecting the individual context and culture of the specific organization involved in the improvement journey. Learn how leadership agility, as well as organizational commitment to continuous improvement, has allowed the gains made from Lean to keep on growing despite inevitable challenges.

10:30

Networking Coffee Break

10:45

Developing System Wide Organizational Performance Models That Will Work for Your Healthcare Organization – IWK Case Study

Mary-Ann Hiltz 
Vice President Strategy and Organizational Performance
IWK Health Centre

• How do you go about ensuring that the improvement strategies you plan and implement will be suitable for your specific organization and bring lasting positive results?
• What techniques can you utilize to assess suitability of the change initiatives at the planning stages?
• How can you effectively monitor the changes as they unfold to stay on track and fine tune?
• What are the key considerations you need to review as you design your transformation roadmap and undertake your project planning?
• How do you ensure that data collection and analysis support the organization's strategic goals?

11:30

Applying Lean Six Sigma to the HR Function Millions of dollars hidden at your feet…

Paul Choquette 
Director, Organizational Effectiveness
Canada Post Corporation

One could argue that the best approach to improve service is to implement technology that best supports your processes. However, how effective will the technology be in improving HR services if the processes are flawed? Lean Six Sigma is fast becoming the answer for many organizations. This session will address implementing and using Lean Six Sigma in your organization to improve HR's service delivery.

12:15

Networking Luncheon

1:15

Physicians Engagement in the Health Systems Quality Agenda – Health Systems Engagement in the Physicians Quality Agenda

Dale Schattenkirk, CHRP 
President, Learning To See Consulting
Lean Six Sigma Master Black Belt

• Physician engagement as a key element of quality improvement - addressing clinical variation
• Who's priorities out of alignment with who's? The physician or health system?
• The blame culture as a factor prohibiting transformational change in healthcare
• How to create physician engagement
• How to define/design physician-led Lean projects
• The top ten suggestions for physician quality program engagement

2:00

Improving Patient Safety Through ROPs and LEAN Quality Improvement Processes

Pauline MacDonald MHA, CHE 
Director Quality Management
Guysborough Antigonish Strait Health Authority

• Safety as a key measure of performance
• Aligning indicators/ measures from front line to the Board
• Accreditation Required Organizational Practices (ROPs) as a driver of quality & patient safety
• Measurement strategies and tools for patient safety
• Transparency in safety reporting as a driver for positive change
• Leadership, physician buy-in and front line support for safety improvement initiatives
• Using Lean tools to make the change happen
• Managing and maintaining the changes for sustained improvements

Case study examples of realized initiatives will be used to illustrate the points discussed and to show how LEAN principles were applied in the implementation process.

2:45

Networking Refreshment Break

3:00

CASE STUDY

QI Tools for Improving Emergency Department Flow – Case Study

John Sampson MBA MD CCFP(EM) CCPE
Assistant Medical Director, Queen Elizabeth Hospital
Acting Chief, Emergency Department
Queen Elizabeth Hospital (Charlottetown)

• Objectives – reduce ER wait time by 30%
• Change strategies and key Lean concepts
• Collaborative structure and team work
• Skills building and changeover
• Leadership and change management
• Measuring results and reporting results
• Lessons learned

3:45

Building Capacity for LEAN Sustainability and Continuous Excellence – Pitfalls to Avoid

Brie DeMone
Executive Director, Health System Innovation
Manitoba Health

With a number of successful Lean implementations already concluded in healthcare, what are the key lessons that have been learned to date? How can you build your organizational capacity for getting QI initiatives right from the get go and avoiding costly disasters? Here are some essential factors to consider:

• Goal setting and alignment
• What to measure and how
• Visual reporting
• Dealing with competing priorities
• Eye on the process and the results
• Where does the real work happen?
• Transparency and information sharing
• Align the incentives to the goals
• Retain the commitment and the excitement 4:30

4:30

MAINTENANCE OF CERTIFICATION
Attendance at this program entitles certified Canadian College of Health Leaders members (CHE / Fellow) to 5.75 Category II credits toward their maintenance of certification requirement.

• CEOs / Presidents / Vice-Presidents / CFOs
• Vice Presidents / Coordinators Medical Affairs / Risk Management / Performance Improvement
• Senior Hospital Administrators
• Risk Managers
• Chiefs of Staff
• Chiefs / Directors of Emergency Medicine
• VPs, Managers, Central Processing Department and/or Clinical Support and Hospital Services
• Hospital Pharmacy Directors
• Chiefs of Pathology, Laboratory Medicine
• Managers of Laboratories, Microbiology, Diagnostic Systems

• Nurse Managers and Practitioners
• Patient Care Coordinators
• Medical Technologists
• Medical Directors, Hospitalist Program Managers
• Clinical Care Managers
• Patient Safety Specialists / Managers
• Clinical Educators
• Deputy Ministers
• Public Policy Analysts / Advisors
• Executive Directors
• Researchers
• Directors of Corporate Development
• Healthcare / Hospital Consultants

Dear colleague,

Delivering lasting improvements in the quality of healthcare services in the face of fixed or declining budgets, has become the number one priority for most healthcare organizations. In the context of economic constraints and ballooning demand, how can health ministries, regions, organizations and front line managers, as well as physicians, ensure these primary objectives of healthcare systems are met, while also improving safety and satisfaction for both patients and staff?

Of the many quality improvement methods that have been tried, Lean and Six Sigma process improvement strategies, displayed so effectively by the Toyota production method, have to date shown great promise in terms of improved outcomes and lasting efficiencies. The results of early implementations of Lean and other QI approaches in the healthcare context are now emerging, and there are many lessons to be learned for those just embarking on this journey or still considering doing so.

In this, Insight Information's third Lean Healthcare event for Atlantic Canada, reports and case studies on progress to date in other regions will be presented as well as updates on Lean and other projects closer to home. Participants will also benefit from the insights of leading process improvements experts.

• Why consider provincial and regional Lean initiatives in healthcare?
• Embracing the Lean philosophy and implementing the appropriate management techniques
• Building a culture of continuous improvement through Lean
• Sustaining the gains of Lean throughout the organization
• The patient as partner in Lean transformations
• Embedding Lean into the organizations' DNA for lasting improvements
• Accreditation Required Organizational Practices (ROPs) as a driver of quality & patient safety
• Managing the changeover and transformation for lasting results

Don't miss this opportunity to benefit from the hard won lessons of leading QI and Lean pioneers in Canadian healthcare and beyond. And, for those new to the Lean QI approach, the in-depth pre-conference workshop will offer the opportunity for intensive, interactive learning on the topic of LEAN and SIX SIGMA in Healthcare – Key Concepts and Essential Terminology.

We look forward to seeing you there!

Mary-Ann Hiltz
Vice President Strategy and Organizational Performance
IWK Health Centre

Nancy Roberts 
Vice President, Health Services Planning, Quality and Research
Horizon Health Network

SILVER SPONSORS

Register 3 delegates for the main conference at regular price at the same and you’re entitled to register a fourth person from your organization at no charge. For other group discounts, please call 1-888-777-1707. All discounts must be redeemed when booking, discounts will not be valid or applied after this .