LEAN IN HEALTHCARE

OCTOBER 26, 2011

8:15

Registration and Continental Breakfast

9:00

Welcoming Remarks from Insight Information

9:05

Opening Remarks from the Chair

Rena van der Wal
Executive Director
Staffing Innovation/Lean Transformation Services and Human Resources
Vancouver Coastal Health

9:15

ROUNDTABLE

Achieving Quality Improvement Goals: What Are the Expectations of Incorporating Lean into Provincial Strategic Planning?

Moderator: Rena van der Wal
Executive Director
Staffing Innovation/Lean Transformation Services and Human Resources
Vancouver Coastal Health

Mike Conroy
Executive Vice President, Corporate Services
Alberta Health Services

Brie DeMone
Executive Director, Health System Innovation
Manitoba Health

Elaine McKnight 
Assistant Deputy Minister, Planning and Innovation
BC Ministry of Health

• Should Lean be applied to system analysis, and provision for funding Lean be made at the Ministry level for regional initiatives?
• What, and how big a role should Lean play? Is there a limit?
• Are relationships between individual professionals, organizations and the Ministry currently aligned to get the best results? Could Lean make an improvement?
• With the new focus on innovation, cost reduction, system realignment, what role will Lean play going forward?

10:30

Networking Coffee Break

10:45

Can You Get There from Here? Lean Supporting Accreditation

Suzanne Larocque
Director of People Services
Accreditation Canada

• Lean concepts that can be used to support the accreditation journey of continuous improvement
• How can organizations use Lean Projects to meet accreditation standards?
• Accreditation Canada's corporate experience with Lean and Six Sigma

Vivienne Welters
Executive Director, Western Canada
Excellence Canada

• How Lean and the Excellence Canada Framework for Business can be your award winning combination for success
• Going beyond reducing errors, defects and complaints – using Lean within the Framework focuses on continuous improvement of all processes throughout the entire organization – ensuring that all parts contribute value to the client/patient
• Lean and the value of working within an integrated business system, aligned with strategic objectives and related action plans, not functional ‘silos’ systems thinking, but in a way that demands alignment and clear links to business results

11:45

Tying It All Together – Lean Healthcare Transformation Isn’t Piece Work

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

• What are the key components to Healthcare transformation
• How to build excitement and a true burning platform
• The need for transactional and transformational leadership
• Where the reluctant behaviors will come from and how to mitigate them

12:15

Networking Luncheon
Sponsored by

1:30

Advancing Quality with Releasing Time to Care™

Brie DeMone
Executive Director, Health System Innovation
Manitoba Health

Susan Hunter RN, BScN, MScM
Vice President – Quality, Planning and Evaluation
Brandon Regional Health Authority

This session will highlight the successes and challenges of implementing Releasing Time to Care™ in over 75 wards and facilities in Saskatchewan since 2008. The sharing of lessons learned will include:

• Building provincial stakeholder support
• Engaging care providers
• Supporting the development of a provincial quality improvement infrastructure which through new positions, training, and support
• Our perspective/experience of joining in as a pilot site
• Incorporating RTC into our Improvement Strategy
• Expanding RTC in our Region

2:45

Networking Refreshment Break

3:00

Engaging Physicians with Lean

Dr. Howard Jeffries 
Medical Director, Cardiac Surgery, Critical Care
Seattle Children's Hospital

Over the past few years Seattle Children's Hospital has been undergoing a total transformation. Using a program of Continuous Performance Improvement (C.P.I.) based on practices made famous by Toyota, the hospital has dramatically cut wait times and costs, as well as increasing patient satisfaction and safety. Engaging physicians in this work has been a key component to the success of their lean journey over the last decade. This session will look at the role the medical team is playing in this and the team’s contribution to both the program’s overall success and sustainability.

3:45

Physician Partnerships with Lean

Moderator:
Rena van der Wal
Executive Director
Staffing Innovation/Lean Transformation Services and Human Resources
Vancouver Coastal Health

Diane Bissenden
Director, Population and Family Health
Vancouver Coastal Health - Richmond

Dr. Brenda Wagner
Chair, Richmond Medical Advisory Committee
Clinical Associate Professor, Gynaecology & Obstetrics
University of British Columbia

Dr. Nadia Zalunardo
Clinical Assistant Professor, UBC Division of Nephrology
Vancouver General Hospital

• The physicians opportunity to bring the gemba view to LEAN work
• The importance of physician leadership to the success of LEAN projects
• The benefit to the physician in committing to LEAN processes

4:45

Conference Adjourns for the Day

OCTOBER 27, 2011

8:30

Continental Breakfast

9:00

Opening Remarks from the Chair

Rena van der Wal
Executive Director
Staffing Innovation/Lean Transformation Services and Human Resources
Vancouver Coastal Health

9:15

Strategies for Improving Emergency Department Flow

Dylan Hardy
Associate Partner, Healthcare Advisory
KPMG

10:15

Networking Coffee Break

10:30

Measuring and Evaluating Improvements with Lean

Martin L. Puterman
Advisory Board Professor of Operations
Sauder School of Business
University of British Columbia

• Value to the customer as a focus for measurement and evaluation in lean
• The importance of line-of-sight and cascading measures
• Measuring for foresight rather than just hindsight

11:15

CASE STUDY

Lessons Learned in Adapting Lean to the Needs of Your Organization

Pierre Justino
Director, Continuous Improvement and Corporate Operational Planning
Royal Canadian Mint

• Background of the Mint
• Overview of our journey (including successes and challenges)
• View into some of the lean tools that we use
• How Leadership Agility supports our Lean journey – regardless of the organization or industry, most agree that tools are easy... it's the culture that's tough. Leadership Agility supports an evolving culture

12:00

Networking Luncheon

1:15

Building Internal Capacity for Successful Lean Implementation and Sustainability

Sue Hunter 
Vice President, Quality Planning and Evaluation
Brandon Regional Health Authority

Margaret Seppelt
Director, imPROVE
Provincial Health Services Authority

Rena van der Wal
Executive Director
Staffing Innovation/Lean Transformation Services and Human Resources
Vancouver Coastal Health

• Building Lean into the Organizational Strategy
• Developing a portfolio of projects
• Providing support for Lean in the Region
• Revamping process improvement education (building internal capacity)

2:45

Networking Refreshment Break

3:00

CASE STUDY

Incorporating Lean into the Delivery of Community Services

Ken Sim
Co-Founder
Nurse Next Door

How (and why) we designed a new community care delivery model using "The Nurse Next Door Way" (aka Lean)

• Building a culture of continuous improvement: Culture eats "process" for breakfast (and why we don’t call it "Lean")
• Our challenges and solutions: what are some of the key tools we use to make it happen
• The painted picture: Where we are going with the Nurse Next Door Way

4:00

MAINTENANCE OF CERTIFICATION
Attendance at this program entitles certified Canadian College of Health Leaders members (CHE / Fellow) to 5.25 Category II credits toward their maintenance of certification requirement.

SILVER SPONSOR

COPPER SPONSOR

• CEO’s / Presidents / Vice-Presidents / CFO’s
• Vice Presidents / Coordinators Medical Affairs / Risk Management / Performance Improvement
• Senior Hospital Administrators
• Risk Managers
• Chiefs of Staff
• Chiefs / Directors of Emergency Medicine
• VP’s, 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
• Clinical Care Managers
• Patient Safety
• Clinical Educators
• Deputy Ministers
• Public Policy Analysts /Advisors
• Executive Directors
• Researchers
• Directors of Corporate Development
• Healthcare / Hospital Consultants

Dear Colleague:

Quality improvement in health services and how they are delivered is now the number one priority given the aging population, rising expectations of the health system and increasing pressure on public finances. While there are several quality improvement methodologies available that all have their merits, the application of Lean principles has shown the greatest promise to date. While some provinces are farther along in using Lean and in seeing a significant impact on their efforts at improving quality, all recognize the underlying imperative to see results, and with it, a growing realization of the need to embed Lean not just at the operational level of individual institutions, but also as part of provincial strategy if lasting results are to be achieved.

Lean is a highly adaptable methodology that has been used with considerable success within various economic sectors and organizations. One of the challenges in adapting it for use within a public healthcare setting is measuring the improvements it brings, since the return on investment is harder to quantify. However, in some cases, improvements have been measured not in terms of dollars and cents, but in the increased number of hours newly available for actual patient care.

The biggest challenge however in healthcare as in any organization, is achieving sustainability. This requires getting buy-in at all levels including top management and the Board to create and foster the culture necessary for Lean to flourish. It is only through the ability to create Lean capacity from within that the needed transformation to our healthcare delivery system can take place.

This conference, produced by Insight Information offers an exceptional opportunity to hear what other healthcare professionals are doing with Lean in their organization and how it can be applied to even the seemingly intractable and most persistent problems in patient flow and care delivery. As the transformative impact of Lean grows, this is a value-laden event you won’t want to miss.

Sincerely,

Rena van der Wal 
Executive Director Staffing Innovation/
Lean Transformation Services and Human Resources
Vancouver Coastal Health

Gary F. Teare, PhD MSc DVM 
Director of Quality Measurement and Analysis
Health Quality Council (Saskatchewan)

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.