LEAN IN HEALTHCARE

The adoption of Lean principles into healthcare is continuing to gain ground and converts as those early adopters of ‘doing more with less’ have seen significant improvements to their internal processes resulting in reduced wait times, higher patient satisfaction and improved employee morale.

Join us at this event and learn:

• What experience people have had with Lean so far and future strategies from a variety of perspectives
• The difference ‘Lean thinking’ can make to the bottom line when Lean is included in the design of health facilities
• The business case for Lean, especially during times of budgetary restraint
• How to design a road map for deployment
• How to sustain your Lean transformation
• The difference between Lean, Six Sigma and other quality improvement methodologies
• What early inroads are being made in applying lean to the ALC placement process
• What success and lessons learned your colleagues can share from various case studies using Lean principles

PROGRAM CO-CHAIRS

Carolyn Baker
President and Chief Executive Officer
St. Joseph’s Health Centre (Toronto)

Zahava Uddin
Director, Performance Solutions
GE Healthcare Canada

MAINTENANCE OF CERTIFICATION

Attendance at this program entitles certified Canadian College of Health Service Executives members (CHE / Fellow) to 5.5 Category II credits toward their maintenance of certification requirement.

PLATINUM SPONSOR

SILVER SPONSOR

COPPER SPONSOR

From Health Regions, Hospitals, Regional and Community Health Centres, Private and Public Laboratories and Diagnostic Imaging Services, Provincial Ministries of Health, Health Canada, Professional Associations and Colleges:

• CEOs
• Senior Administrators
• Medical Directors
• Chiefs of Staff
• Directors and Managers of:
  • performance improvement
  • safety and quality
  • operations
  • corporate services
  • clinical care

• And:
  
• Healthcare Consultants
• Educators
• Researchers

Dear Colleague:

As we all know, the health care system is under pressure to meet the growing demands of the population with increasingly constrained budgets. Health care providers are concerned about their ability to continue to provide high quality care in an environment of fiscal restraint. And patients and their families want safe, high quality care that is available to them when they need it. Our ability to continue to provide the quality of healthcare services that Canadians expect will be especially challenging in the years ahead because of the confluence of three main trends: efforts to reduce deficits, an aging population creating greater demand for services and a shrinking pool of skilled professionals as increasing numbers in healthcare retire. Clearly we are at a crossroads – either we find ways to deliver better quality care while maintaining or reducing cost, or we risk serious services cuts due to spiralling health care costs that could jeopardize the integrity of our current public system.

A sustainable health care system requires ongoing investment in improvements and modernization. But it also requires a commitment to finding ways to improve quality while reducing costs. The adaptation of Lean tools to healthcare service delivery has shown remarkable promise over the past few years as it has been tested and adopted in a large number of organizations. More than just the “flavour of the month” of productivity and performance enhancement methodologies, when embraced across organizations and systems, it becomes a “lifestyle choice” representing a cultural shift that looks at improving value to the patient. In those healthcare organizations where Lean is led from the Boardroom to the bedside, where everyone is engaged, remarkable improvements have been made in quality, safety and organizational performance. While a holistic, organization wide approach to adopting Lean is optimal to tackle complex enterprise-wide challenges such as patient flow and perioperative services, some healthcare organizations have seen major improvements when applying Lean to just one area such as laboratory or biomedical services.

This conference, produced by Insight Information offers an exceptional opportunity to hear what other healthcare professionals are doing with Lean in their organizations and participate in interactive discussion concerning its future as it continues to gain converts with its transformative impact on the delivery of healthcare services in Canada. It’s one you won’t want to miss. Sincerely,

Carolyn Baker 
President and Chief Executive Officer
St. Joseph’s Health Centre (Toronto)

Zahava Uddin
Director, Performance Solutions
GE Healthcare Canada

Monday, September 27, 2010

8:15

Registration and Continental Breakfast

9:00

Welcoming Remarks from Insight Information

9:05

Opening Remarks from the Co-Chairs

Carolyn Baker
President and Chief Executive Officer
St. Joseph’s Health Centre (Toronto)

Zahava Uddin
Director, Performance Solutions
GE Healthcare Canada

9:15

Current State and Future Strategies with Lean: Shared Experience from Organizational and Regional Perspectives

Neil McEvoy 
President and CEO
Providence Healthcare

Steve Snable 
Manager, Process Excellence
Kingston General Hospital

Valerie Whitt 
Quality Improvement Consultant
Ontario Health Quality Council

• Past and current strategies to improve the quality of health service delivery
• Experience with Lean so far
• Results achieved, and assessment of future benefits
• What role should Lean play in future strategies to improve health care delivery?

The complexity in healthcare organizations and in the healthcare system limits the success of top down change. In its evolving strategy, Providence Healthcare uses Lean thinking to weave together its five linked themes of quality, processes, talent, infrastructure and finance in an adaptive system that is transforming the way they deliver Rehab and Complex Care to an aging population.

• Lean harnesses complexity
• Providence Healthcare “Time to Shine” strategy
• Transforming care in Rehab/CCC

10:15

Networking Coffee Break

10:30

Lean from the Ground Up: Challenges in Adapting Lean Principles to the Healthcare Setting – Overview of Principles and Building Design

Robert Breen
Chief Project Officer
Provincial Health Services Authority
BC Children’s and Women’s Redevelopment

Daryl Urquhart 
Director of Business Development
Shouldice Hospital

• Procedural design creates both cost and time savings
• Proper design of physical infrastructure can replace some operational costs
• Principles and practice in the context of physical space
• How Lean principles can be incorporated at the design stage of building
• Who needs to be involved in planning, level of collaboration necessary
• How easy or difficult is this exercise?
• How much does it contribute to increased workspace efficiency over what would have been achieved without Lean?

11:30

Short on Resources? Use Lean to Create Your Own!

Carolyn Baker 
President and Chief Executive Officer
St. Joseph’s Health Centre (Toronto)

Steve Read
Vice President, Corporate Services and Chief Financial Officer
Brockville General Hospital

• Using Lean to ‘create’ resources
• Doing the Math: quantifying the results of your Lean journey
  • communicating your success to the Executive Team
  • justifying your investment in Lean Projects
• Advocating for project funding in a constrained resource environment

12:15

Luncheon

Sponsored by

1:30

From Point Fixes to Value Stream Transformation in Healthcare

Zahava Uddin
Director, Performance Solutions
GE Healthcare Canada

Learn how to achieve compelling results when Lean is applied wing-to-wing across the value stream. Explore hospital successes with specific Lean approaches for diagnosing the current state, problem-solving and continuous improvement. For example:

• Waste walks
• Anatomy of a Value Stream Analysis
• Application of the A3 Problem Solving Tool
• Production and Process Control Boards

2:15

Sustainability: The Key to Successful Lean Transformations

Gordon Burrill
Managing Director
HIO Group

• Learnings and insights from 35 Lean hospital transformations
• Using data to break the myths, align the organization and improve patient flow
• Practical roles for senior leadership and physicians
• Building the Lean Management System to sustain improvements
  • Lean Processes require Lean Management
  • Cascading accountabilities in healthcare and ensuring metrics remain meaningful
  • Visual Management at the frontline
  • Leader Standard Work – a transition from our usual firefighting role
  • Prioritizing improvement initiatives – understanding what will move the metrics
• The goal – Culture of Continuous Improvement

3:00

Networking Refreshment Break

3:15

Rouge Valley’s Transformation: Using Lean to Make Lasting Improvement

Julia Baker 
Manager, Inpatient Surgery, Day Surgery, Ambulatory Care Unit and Pre-operative Assessment Clinic
Rouge Valley Health System

Michele Jordan 
Vice President, Quality Improvement and Transformation
Rouge Valley Health System

• Jumping in with both feet – Lean as an enterprise-wide management philosophy
• Lean as a driver of quality improvement and cultural change
• Lean successes in the Surgical Program

4:15

The Lean Journey of St. Boniface: From Strategy to Reality

Dr. Michel Tétreault 
President and Chief Executive Officer
St. Boniface General Hospital

• Approval of strategic plan for 2008
• “On the Road to Perfect Care”
• Discovery process – determining scope of work necessary
• Our Journey
• Progress, lessons learned

5:00

Conference Adjourns for the Day

Wine & Cheese Reception

Sponsored by

Tuesday, September 28, 2010

8:15

Continental Breakfast

9:00

Welcome from the Co-Chairs

Zahava Uddin
Director, Performance Solutions
GE Healthcare Canada

Carolyn Baker
President and Chief Executive Officer
St. Joseph’s Health Centre (Toronto)

9:15

Utilizing the Right Tool for the Job (Lean, Six Sigma and other Quality Initiatives)

Marla Fryers
Vice-President, Programs & Chief Nursing Officer
Toronto East General Hospital

Ivan De Souza
Process Consultant
3M Health Care

• Learn about the merits of various tool sets from Lean, Six Sigma, and PDSA and how they can be utilized effectively to achieve the desired results in project work
• Learn how the practice of tracers, utilized in Accreditation, can be turned into a vital tool for achieving change in an organization
• Learn about the experiences of an acute care facility and how they have utilized these tools along with process mapping and story boards to be the first hospital in Canada to achieve gold in the Canada Award for Excellence from the National Quality Institute

10:00

Networking Coffee Break

10:15

Success with Lean in the CPU: Kingston General Hospital

Derek Wallis 
Supervisor, Central Processing Services
Kingston General Hospital

An overview of how Lean got started in the labs of KGH and moved on to the Central Processing Department.

• Results achieved, lessons learned, and how gains have been maintained
• Challenges at start-up, and 3 years in
• The value of staff involvement, common language, and “system thinking”
• KGH’s Process Excellence Department and Hospital Strategic Goals

Somewhere in the neighbourhood of 70% of Lean initiatives fail. Not because the tools don’t work but often because “buy in” does not occur at some key level; front line staff, middle management, or senior leadership. Central processing at Kingston General is still going strong with continuous improvement over 3 years after it was started. During this presentation delegates will see some of the how’s and whys of staff engagement and see specific Lean tools and concepts that can be used to empower staff to improve their environment, making work easier, better, faster, and cheaper.

11:00

Using Lean to Improve Tele-Care: Identifying Common Considerations in Implementation and Sustainability

Jim Murphy
VP Business Development and Quality
Sykes Assistance Services

• Voice of the Customer, the balance required when there are two: caller and client
• Using Value Streams to uncover “real issues” by listening to “real people”
• When Lean is not enough (filling the tool box)
• Tricks that engage: creating corporate muscle memory
  • The MUDA Meter and waste basket
  • Show me the money the VOB
  • Shared toll gates

11:45

Lean: A Strategic Approach to Change within Medical Imaging

Aimée Langan
Manager, Office of Strategy Management
Joint Department of Medical Imaging
Mount Sinai Hospital, University Health Network
Women’s College Hospital

• a comprehensive approach to Lean in Medical Imaging across three hospital corporations
• using Lean to support strategic planning, implementation, and evaluation
• incorporating principles of Lean into Medical Imaging operations

12:30

Networking Luncheon

1:30

Transforming the ED with Lean

Michael Elias
Strategic Improvement Leader
North York General Hospital

• Lean at NYGH
• Emerg’s Lean Journey
• ED results and lessons learned

2:15

Improving the ALC Placement Process: Integrating Lean Process Improvement into a Collaborative Process Across Organizations

Brian Laundry
Lead, Quality Improvement and Evaluation
Central East LHIN

Glyn Boatswain 
Manager, Patient Flow, Relief Pool and Staffing
Rouge Valley Health System
Co-Chair, CE LHIN ALC Task Group

• Lean cannot be implemented in isolation, but where integration of services exists including the processes that connect all the pieces
• Value stream mapping with long-term care facilities, hospitals, community health service providers and CCAC’s
• A close collaboration is evolving in the process between nursing homes, hospitals, community health service providers and CCAC’s in finding the most suitable level of care most efficiently
• Once placement is determined, the next step is streamlining the discharge procedure, including co-ordination with hospital pharmacy for medication and substitution of medication if required

3:15

Networking Refreshment Break

3:30

Understanding the Power of Lean: Putting Lean Into Practice

David Golding
Manager for Access Services
St. Joseph’s Healthcare (Toronto)

Lean the basics of Lean in an engaging, practical simulation which will help you see and feel and understand… what it is… what it’s not… and what it’s good for.

• Using Lego to go Lean
• 8 forms of waste
• 5 Lean tools

5:00

Register 3 delegates for the main conference at regular price at the same time 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 time.