The application of lean principles in healthcare is spreading because it is proving to be an effective method of improving the quality and efficiency of service delivery. For those who have adopted it, lean has resulted in reduced wait times, higher patient satisfaction and improved employee morale.

Join us at this event and learn:

• How other regions are approaching lean and how they see it being adopted into healthcare
• How a leading U.S. paediatric hospital undertook the lean journey, and lessons learned along the way
• Implementing lean with little money or resources
• What approach will work best with your organization
• The benefits of applying lean on a regional-wide basis
• How Ontario is incorporating lean into its performance improvement strategies

PROGRAM CHAIR

Larry Coté
President, Kaizen Institute Lean Advisors Inc.

Bring your Colleagues!

DAY TWO – Afternoon coaching and workshops

From Concept to Reality: Putting Lean Into Practice

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

Managing Lean Change: Trouble Shooting Resistance

Melanie C. Beaumont
Consulting Advisor, Kaizen Institute Lean Advisors, Inc.

MARKETING PARTNER

• 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 | Presidents | Executive Directors
• CFOs
• Vice-Presidents
• Directors of Corporate Development
• Senior Hospital Administrators
• Chiefs of Staff
• Risk Managers
• Coordinators Medical Affairs
• 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
• Corporate Services and Organizational Development
• Clinical Care Managers
• Hospital | Healthcare Consultants
• Clinical Educators
• Ministers | Deputy Ministers
• Public Policy Analysts /Advisors
• Researchers
• Managers, Healthcare and Diagnostic Division

Dear Colleague:

Interest in the application of lean principles to healthcare service delivery is continuing to gain momentum as increasing numbers of hospitals and other health service providers see positive results once they adopt this methodology. Although ideally implemented in a ‘top down’ fashion to an entire organization at once, most of those who have tried it have done so in a ‘staged’ approach, beginning with the ED or the lab, almost as an experiment using very few resources. Despite the limited application, organizations are amazed at the transformative results obtained. Lean is often described as ‘common sense’ – which is obviously not so common or many of the methods involved would have already been employed, and wait times for some medical services would not be as long.

Recognizing that efficiencies gained at the front end of patient throughput only moves problems further down the chain, many of the early adopters have moved to apply lean throughout the entire organization in order to gain the full benefit of their initial success. A major stumbling block in applying lean throughout the organization is in attempting to transfer knowledge gained by one employee to others. Lean introduces a new way of thinking; communicating this, and introducing the culture change that comes with it is often very difficult. This Insight conference will provide examples of the successful adoption of lean principles from different organizations as well as an in-depth view of how to successfully tackle the first hurdle of communicating lean methodology and culture to others in your organization.

There are several different organizations across Canada currently engaged in transforming their processes with lean. This conference produced by Insight is an exceptional opportunity to hear what other medical professionals are doing with lean and how they are adapting and applying lean as it continues to gain ground in Canada’s healthcare sector. It’s one you won’t want to miss.

Sincerely,

Larry Coté
President
Kaizen Institute Lean Advisors Inc.

MONDAY | SEPTEMBER 21, 2009

8:15 | 9:00

Registration and Continental Breakfast

9:00 | 9:05

Welcoming Remarks from Insight

9:05 | 9:15

Opening Remarks from the Chair

Larry Coté
President
Kaizen Institute Lean Advisors Inc.

9:15 | 10:30

Lean Initiatives in Healthcare: Cross-Canada Dialogue

Moderator: Larry Coté
President
Lean Advisors Inc.

Jennifer MacKenzie
Vice President, Strategic Planning, Transformation Support and Innovation
Provincial Health Services Authority

April Gamache
Senior Vice President
Business Services and General Manager, Quebec
LifeLabs

Dr. Kevin Smith
President and Chief Executive Officer
St. Joseph’s Healthcare, Hamilton

• What lean is and isn’t
• The strategies that will contribute to the sustainability of the lean changes
• The importance of cultural change
• Lean - tool or strategy? Process change or cultural change?
• Sustainment of initiatives and measuring results
• Obtaining leadership engagement/support
• Lean ROI – how to measure the organizational benefit of doing lean
• Current initiatives underway with lean
  • how it’s being utilized, benefits expected, progress to date
• Successes in adopting lean
• The potential range of applications for lean;
  • clinical processes
  • administrative settings
  • back office in healthcare
• Lean as a means of accelerating government processes even in times of fiscal restraint
• The potential impact and implications of lean on policy decisions - transforming system design with lean

10:30 | 10:45

Networking Coffee Break

10:45 | 12:00

Deploying the Toyota Production System in a Hospital: Seattle Children’s Continuous Performance Improvement Journey

Patrick J. Hagan
President and Chief Operating Officer
Seattle Children’s Hospital

Cara L. Bailey
Vice President, Continuous Performance Improvement
Seattle Children’s Hospital

Seattle Children’s Hospital is one of the first medical centers in the US to apply Toyota Motor Company’s successful improvement methods to healthcare. In this presentation, senior leaders from Seattle Children’s will describe their work over the past eight years to transform their organizational culture to achieve sustainable improvements in quality, cost, delivery, safety and engagement.

• The case for change at Seattle Children’s
• Adopting CPI as a philosophy and management system
• The importance of staff and physician engagement
• Clarifying who the customer is in healthcare
• How CPI changes the work of leaders
• Barriers and accelerators to sustainable improvement

12:00 | 1:15

Networking Luncheon

1:15 | 2:00

Implementing Lean with No $$ or Resources

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

• Building a business case for lean: In the face of budget challenges and competing priorities, how can you make a case for lean?
• Quantifying results: How do you put a dollar figure to flow improvements or quality improvements? How can a lean champion report a return on the investment in lean? Why is it important to bother?
• Targeting the best opportunities: How can you maximize the return by identifying the biggest opportunities?
• Optimizing training costs: How do you get the most return for your lean training dollars?

2:00 | 3:00

Starting the Lean Journey; Finding an Approach that Works

Sue Jewell
Vice President, Clinical Services
The Hospital for Sick Children

Nicki Schmidt
Director, Lean Process Improvement
Hôtel - Dieu Grace Hospital

• Some organizations have seen success by cherry-picking those areas that represent the greatest value / payoff and building from there
• Others are going the comprehensive route and transforming their entire organization
• Benefits and drawbacks of each approach
• Getting buy-in from stakeholders and staff
• Change management as a part of culture shift
• How to make it part of the fabric of the organzation
• Incorporating methodology into the fabric of leadership style at the VP, Director and Manager level
• How to build momentum and extend the lean knowledge base

3:00 | 3:15

Networking Refreshment Break

3:15 | 4:15

Applying Lean Across Multiple Sites

Asha Chouhan
Project Manager
Office of Strategy Management, Joint Department of Medical Imaging
Mount Sinai Hospital. University Health Network.
Women’s College Hospital

Angela Ko
Project Manager
Office of Strategy Management, Joint Department of Medical Imaging
Mount Sinai Hospital. University Health Network.
Women’s College Hospital

Samantha Waytowich
Lean Sigman Black Belt
LifeLabs

• Finding a common goal
• Role of leadership: engagement to evaluation
• Formulating a team: how best to combine people and experiences
• Sustaining and managing the improvement across multiple sites
• Knowledge transfer – collaboratively sharing results

4:15 | 5:00

Progress with Lean: St. Joseph’s Strategy

Carolyn Baker
President & CEO
St. Joseph’s Health Centre, Toronto

• Accountability agreements
• Improving access and flow in all departments
• Hospital-wide adoption to improve access and flow
• Targets that people set themselves
• Challenges encountered

5:00

Conference Adjourns for the Day

TUESDAY | SEPTEMBER 22, 2009

8:15 | 9:00

Continental Breakfast

9:00 | 9:15

Welcome from the Chair

9:15 | 10:15

LHINs and Lean: Using Lean on a Region-Wide Basis

Dale Schattenkirk
Lean Six Sigma Black Belt
Senior QI Consultant
Regina Qu’Appelle Health Region, Sask.

Julia Swedak
Senior Project Director, eHealth
South East LHIN, Belleville

• Using Lean Tools for business integration for eHealth Ontario initiatives
• Looking at workflow between Family Health Teams and Hospitals
• The future goal of an integrated electronic health record
• Tying Regional strategies to QI resources
• Complete system mapping and using it for decision making
• Blended training model for Lean SixSigma
• Admission discharge process mapping within multiple units for demand / capacity matching

10:15 | 10:30

Networking Coffee Break

10:30 | 11:30

The Key to Early Success? Using Lean to Reduce ED Wait Times and Improve the ALC Placement Process

Lalit Bhushan, IE, P.Eng.
Corporate Performance Improvement Specialist
Quality & Risk Management
North York General Hospital

Sabrina Martin RN
ED/ALC Performance Coordinator
South East LHIN

• Improving processes, removing bottlenecks and ‘bed blockers’
• Success in the ED may reduce wait times there, but merely shift the queue to another part of the hospital as those admitted through the ED then wait for a bed, sometimes in undignified circumstances
• Hospitals need to extend lean throughout to see definite improvement

11:30 | 12:30

Ontario’s Approach to Incorporating Lean into Performance Improvement Strategies

Fredrika Scarth
Manager, Performance Improvement Planning & Evaluation
Health System Accountability and Performance Division
Ontario Ministry of Health and Long Term Care

Steve Scott
Director of Nursing
Castleview Wychwood Towers

Valerie Witt
Quality Improvement Consultant
Ontario Health Quality Council

The current economy represents considerable challenges to healthcare organizations and leaders to provide services with constrained resources. The phrase ‘doing more with less’ has never been more applicable than to today’s environment. This session will outline current initiatives undertaken by the province as lean principles are explored as a means of delivering services more effectively and efficiently in different settings and continuing to reduce wait times as a result.

• Supporting System Improvement through LEAN
  • Lessons learned in acute settings (MRI, ED)
  • Cross-sectoral opportunities
• Applying LEAN to Long-term Care
  • A Kaizen Story
  • Lessons Learned
  • Opportunities for Moving Forward

12:30 | 1:45

Networking Luncheon

You’ve Been to the Seminar – Now What?
(Afternoon coaching and workshops)

1:45 | 3:15

From Concept to Reality: Putting Lean Into Practice

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

“You can act your way into good thinking faster than you can think your way into good actions.”

This interactive and energizing session will highlight “ What is it?...Why use it?...Where is it relevant?” It will provide hands on experience to identify the 8 forms of waste found in healthcare from the customer perspective and practical application of Lean tools. The session invites all participants to take an active part in the process to understand how Lean tools can be applied to remove waste from the system, preparing the participant for additional future in-depth study.

3:15 | 3:30

Networking Refreshment Break

3:30 | 5:00

Managing Lean Change: Trouble Shooting Resistance

Melanie C. Beaumont
Consulting Advisor
Kaizen Institute Lean Advisors, Inc.

• What to expect in terms of resistance
• Ownership, participation and accountability
  • keys to success
• Root cause analysis for resistance
• Dealing with resistance – best practices
• Mining resistance for good ideas
• Prevention and pro-activity to achieve sustained involvement

What have you experienced?

Forum for discussion and troubleshooting your challenges for buy-in and participation

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.