|
|
PAST EVENT: 5th Annual Six Sigma in Healthcare Conference
Circus Circus, Las Vegas, NV, USA (Conference March 29-30, Workshops March 28, 2007) |
   |
 
 
|
|
Overview & Key Topics :
This is a past conference. To view the forthcoming conference in this series please visit Current Conference
Following the sell-out 4th Annual Conference with over 200 attendees, WCBF presents the largest conference on Six Sigma in Healthcare.
Based on the enormous success of WCBF's Six Sigma event series to date, it is expected that this will be the largest senior-level conference to focus on Six Sigma in Healthcare. Nowhere else will you find such an exceptional array of speakers and organizations willing to share their experience with you.
Pick One. If you plan on attending just one Six Sigma in Healthcare conference in 2007, then this is the one to select.
Here’s what the attendees said about the Six Sigma in Healthcare conference:
"WCBF's Six Sigma in Healthcare Conference is the biggest and best conference for Healthcare professionals interested in deploying Six Sigma. Presentations geared to the interests of virtually everyone in our industry. The conference provides a great opportunity to not only learn from the presentations, but also interact with those individuals and institutions who are leading the deployment of Six Sigma in the healthcare industry."
Greg Stock, CEO, Thibodaux Regional Medical Center
"What a wonderful way to network with like-minded institutions to leverage learnings and share ideas for future projects."
Dr Daniel Schoulties, Chief Medical Officer, Good Samaritan Hospital
"This the first place I have ever had a Six Sigma conversation without having to translate it into Healthcare terms! They speak our language here!"
Junnell Scheeres, MA, BS, Six Sigma Black Belt, Bay Medical Center
“Excellent conference that provides information for beginners and those interested in six sigma along with information and best practices for those involved already.”
Glen Crotty, COO, Charleston Area Medical Center
“It was great to see others in the healthcare area embracing six sigma into their work processes and clinical areas.”
Maryam Behta, Director Quality Research and Technology Integration, New York-Presbyterian Hospital
“It was a great venue, where beyond the networking opportunity, I had the chance to learn what other hospitals are doing in their six sigma deployment. Highly recommendable!
Mariano Garrido-Lopez, VP-Organizational Effectiveness, Truman Medical Centers
WCBF understands that quality professionals within the Healthcare sector will have differing needs and demands for Six Sigma depending on the nature, size, resources and commitment of the organization.
For these very reasons we concentrate our efforts on researching and building agendas that aim to appeal to varying Healthcare organizations and enable our participants to successfully confront the diverse challenges associated with business process excellence.
WCBF’s Global Six Sigma Summit ( www.wcbf.com/quality/5081) will host The Global Six Sigma Awards, given to the most outstanding organizational achievements through the application of Six Sigma methodologies. The focus of this awards program is to demonstrate to the global business community the real results and excellence which organizations achieve through the successful implementation of Six Sigma.
The Awards will be judged by a panel of esteemed judges in the Six Sigma arena, coming from industry and publishing backgrounds. The winning organizations will be presented with their awards at the Global Six Sigma Awards Gala Dinner on Wednesday October 24th, 2007 at The Rio All-Suite Hotel & Casino, Las Vegas.
|
|
KEYNOTE ADDRESS:
Glenn A. Fosdick
FACHE, President and CEO
THE NEBRASKA MEDICAL CENTER
CHAIRMAN:
Tomas A. Gonzalez, MD, MBA
Sr. Vice President of Marketing, Strategy and Six Sigma
Certified Master Black Belt
VALLEY BAPTIST HEALTH SYSTEM
EXPERT SPEAKERS INCLUDE:
Greg Stock
CEO
THIBODAUX REGIONAL MEDICAL CENTER
Dr. Alan Cooper, Ph.D.
Vice President, Learning and Innovation
NORTH SHORE-LONG ISLAND JEWISH HEALTH SYSTEM
Joseph Schwarz
Director, Business Transformation
ST FRANCIS HOSPITAL AND HEALTH CENTERS
Jerome J. Roche, MD.
Chief Medical Officer & MBB
FAIRFIELD MEDICAL CENTER
Mariano Garrido Lopez
Vice President, COE for Organizational Effectiveness
TRUMAN MEDICAL CENTERS
Ken Rice
Director of Reinventing
SENTARA HEALTHCARE
Edward Craven
Director of Process Excellence
NEW YORK-PRESBYTERIAN HOSPITAL
Adrienne Elberfeld
Six Sigma Master Black Belt, Operations Improvement
VIRTUA HEALTH
Pam Jones
Six Sigma Master Black Belt
COMMONWEALTH HEALTH CORPORATION
Don Calcagno
Director, Center for Health Information Services
ADVOCATE HEALTH CENTER
Kathy Maas
Director of Process Excellence
AVERA MCKENNAN HOSPITAL AND UNIVERSITY HEALTH CENTER
Karen Hamilton
Director, Quality Innovation and Improvement,
DEACONESS HOSPITAL
Heather Gibson
Director-Medical Imaging
VANCOUVER ISLAND HEALTH AUTHORITY
Deborah Smith
Vice President of Process Improvement, Six Sigma Master Black Belt and Master Change Facilitator
CENTURA HEALTH
Steve Newlon
Management Engineer, Patient Safety and Quality
BARNES-JEWISH HOSPITAL
Beth Lanham
Six Sigma Master Black Belt
FROEDTERT HOSPITAL MILWAUKEE
Dave Ingram, M.D.
Six Sigma Black Belt,
PROVIDENCE ALASKA MEDICAL CENTER
Susan Frank
Lean Sigma Prescription for Healthcare sm
Deployment Leader & Master Black Belt
MEDTRONIC PROCESS SOLUTIONS
|
|
| Thursday, March 29th, 2007 - Conference Day #1 |
| 7:30 Registration and Breakfast |
| 8:20 Welcome and Opening Remarks from the Chairman |
|
Tomas A. Gonzalez, MD, MBA
Sr. Vice President of Marketing, Strategy and Six Sigma Certified Master Black Belt
Valley Baptist Health System | |
| 8:30 Keynote Presentation: Demonstrating the difference that Six Sigma makes to a healthcare organization |
|
• Critical success and failure factors
• The influence of Six Sigma on clinical outcomes and patient safety
• Contributing to the bottom line business goal
Glenn A. Fosdick FACHE
President and CEO
The Nebraska Medical Center | |
| 9:10 Effective Use of the ToolBox in Healthcare |
|
Ever wonder what it takes to push your organization to the next level of efficiency? It starts with deploying and maximizing the right tools. By leveraging WorkOuttm, Change Acceleration Process, Lean, Six Sigma DMAIC, DfSS and Simulation, leaders and front line managers are enabled to make effective and sustainable organizational changes.
-Selection of projects that have a proven impact on pain points
-Launching a huge marketing campaign to break cultural barriers
-Application of the right tool to the address the process change
-Developing effective future leaders with the key skill set
Adrienne Elberfeld
Six Sigma Master Black Belt, Operations Improvement
Virtua Health
| |
| 9:50 Refreshments and networking |
| 10:20 Aligning Six Sigma with organizational strategies to ensure consistency and success |
|
• Analyzing where Six Sigma can fulfil the goals of the organization
• Ingraining Six Sigma into the organization at every level
• Translating organizational strategies into projects
Edward Craven
Director, Innovation Strategy
New York Presbyterian Hospital | |
| 11:00 Changing organizational culture to get buy-in across the whole organization |
|
Thibodaux Regional Medical Center embarked on a “Journey to Excellence” in the year 2000 to achieve a higher level of quality and cost-effective healthcare for our patients. Culture dictates performance and changing our culture was essential to propel us to greater heights of patient, employee, and physician satisfaction. Various performance improvement methodologies and leadership training were implemented which have contributed to our success. Team members are held accountable for results. By including physicians as participants on teams, we have become a dynamic learning organization. As the healthcare industry changes, it is vital for all members of a healthcare facility to work collaboratively and adjust to the changes needed to stay abreast of the ever-changing rules and regulations governing healthcare.
Greg Stock
Chief Executive
Thibodaux Regional Medical Center | |
| 11:40 Presentation topic tbc |
|
Dr. Alan Cooper, Ph.D.
Vice President, Learning and Innovation
North Shore-LIJ Health System | |
| 12:20 Lunch and networking |
| 13:50 CEO AND LEADERSHIP PANEL |
|
Managing the realities of undertaking and sustaining Six Sigma
Discussing the critical success factors, political challenges and realities of undertaking and sustaining Six Sigma, analyzing how to achieve better outcomes. Participants from our speaker panel.
| |
| 14:20 STREAM A BEGINNERS A beginner’s guide to Six Sigma |
|
Commonwealth Health Corporation (CHC) is in its eighth year of Six Sigma deployment and has successfully integrated this performance improvement methodology with organizational objectives. CHC’s mission always has been to provide the best patient care, and toward that end, management has consistently sought the perfect mechanism to measure quality and implement improvements. Several quality programs have been introduced at CHC, all delivering a measure of results; however, none entirely fulfilled the organization’s objective for excellence. Six Sigma has become the capstone to the pyramid of quality that CHC has built over the years. CHC did not eliminate the existing quality functions, but rather Six Sigma augmented these functions and complemented their functionality.
This session will provide:
- Explanation of the DMAIC methodology
- Explanation of Six Sigma terminology
- Commonwealth Health Corporation’s approach to Six Sigma
- Project examples utilizing Six Sigma for process improvement in Healthcare
Pam Jones
Six Sigma Master Black Belt
Commonwealth Health Corporation
| |
| 14:20 STREAM B INTERMEDIATE/ADVANCED Six Sigma Program Sustainability Strategies |
|
In December 2002, The Nebraska Medical Center began its application of Lean and Six Sigma (DMAIC) Quality Improvement Tools and Methods. Without question, the application of these tools and methods has led to significant improvements in clinical quality and service, operational effectiveness, and has made work easier for staff and physicians. With the completion of each project, the organization has learned important lessons. This presentation shares some of those key lessons regarding:
• Successful strategies for resource deployment, project identification, and a project approval process
• The power of multi-generational project planning within a critical service area
• How to most effectively spread the application of DMAIC and Lean tools across the organization
• Translation of project improvements beyond the initial project area
• How to take advantage of project interdependencies and overlap
Jason Lebsack
Manager, Six Sigma Master Black Belt
The Nebraska Medical Center
| |
| 15:10 Refreshments and networking |
| 15:40 STREAM A BEGINNERS Lessons learned in the first year |
|
Saint Francis Hospital and Health Centers of Indianapolis, Indiana, a 450 bed, 3 location, full service acute care hospital system, is a year into their Lean Six Sigma journey, and has learned some powerful lessons that are helpful to new comers as well as those who want to achieve more from their program.St. Francis received the 2006, 2005 and 2004 HealthGrades Award for Clinical ExcellenceTM, ranking it among the top 5 percent of all hospitals in the country for overall clinical performance. St. Francis is also recognized as one of the nation's 100 Top Hospitals® by Solucient.
Joseph Schwarz
Director, Business Transformation
St Francis Hospital and Health Center
Heather Woodward
Program Lead
St Francis Hospital and Health Center
| |
| 15:40 STREAM B INTERMEDIATE/ADVANCED 14.20 Using DFSS to design new processes for an Electronic Health Record |
|
In 2005, Sentara Healthcare used Six Sigma tools and techniques to develop the business case which resulted in Board approval for a $237 Million investment in an Electronic Health Record. Since contract signing, 16 process redesign/benefits realization teams have been using DFSS (Design for Six Sigma) methodology to redesign processes that will enable Sentara to realize the benefits identified in the business case.
These teams have followed a structured approach to defining the current processes, measuring current performance, analyzing problems and opportunities, and designing and validating new processes. The new processes being designed not only exploit the electronic health record but also eliminate non-value added work and improve existing processes.
Ken Rice
Director of Reinventing
Sentara Healthcare
| |
| 16:20 STREAM A BEGINNERS Lean Six Sigma Strategic Deployment: An Art or a Science …? |
|
The ultimate success of Lean Six Sigma (L6S) deployment in any organization is highly correlated to the success of its initial stages. Learn about the strategy and tactics that Truman Medical Centers is using to deploy L6S as a multi-faceted organizational transformation program, which includes:
• Setting up the enabling infrastructure for L6S deployment: People, processes, tools, and governance.
• Aligning L6S with organizational strategies.
• Finding the right balance between top-down and bottom-up project identification, using the Balance Scorecard approach.
• Utilizing an effective project selection and prioritization methodology (closed loop).
Attendees will also learn about the deployment of one of our key L6S corporate initiatives, from concept to implementation.
Mariano Garrido Lopez
Vice President, COE for Organizational Effectiveness
Truman Medical Centers
| |
| 16:20 STREAM B INTERMEDIATE/ADVANCED Sustaining Six Sigma |
|
• Understanding sustainability and realizing the needs of Six Sigma for long-term success
• Keeping employees engaged and maintaining motivation levels long-term
• Prioritizing and scoping projects
• Integration of Design for Six Sigma and lean tools
Dr. Jerome Tobin
Chief Medical Officer
Fairfield Medical Center
Mike Tobin
Master Black Belt
Fairfield Medical Center
| |
| 17:00 Chairman's closing remarks and end of day one |
| 17:10 Cocktail reception hosted by Instantis |
| Friday, March 30th, 2007 - Conference Day #2 |
| 7:30 Breakfast for speakers and delegates |
| 8:30 Welcome to Day Two and Recap of Day One by the Chairman |
|
Tomas A. Gonzalez, MD, MBA
Sr. Vice President of Marketing, Strategy and Six Sigma Certified Master Black Belt
Valley Baptist Health System | |
| 8:40 Master Black Belt Panel |
|
Jason Lebsack
Manager, Six Sigma, Master Black Belt
The Nebraska Medical Center
Doug Dillon
Master Black Belt
Truman Medical Center
Deborah Smith
VP of Process Improvement
Centura Health | |
| 9:20 STREAM B Optimizing Patient Flow Reducing length of stay |
|
Utilizing Six Sigma to reduce average length of stay in areas where there is a lack of capacity and a need for faster throughput. | |
| 9:20 STREAM A Fulfilling Quality and Safety Objectives Hospital Quality Alliance Measures: Using Six Sigma to Improve Compliance |
|
Hospital Quality Alliance (HQA) measures are process measures shown to improve outcomes in the medical literature. HQA measures focus on four disease states: Acute Myocardial Infarction (AMI), Heart Failure (HF), Pneumonia (PN) and Surgical Infection Prevention (SIP). In pneumonia patients, administration of antibiotics within 4 hours was a measure indicating our process needed to be improved. The clinical leadership sponsored a multi-disciplinary team focused on time to antibiotic for pneumonia patients using the DMAIC methodology. The pilot demonstrated an improvement from 67 to 97 compliance in ED patients, a reduction in mean time to antibiotic from 195 minutes to 140 minutes and a 58% reduction in variation. This was our first DMAIC project and there were many lessons learned to be carried forward to future projects.
Don Calcagno
Director, Center for Health Information Services
Advocate Health Care | |
| 10:00 STREAM A Fulfilling Quality and Safety Objectives 9.40 Improving telemetry response times |
|
With nurse patient ratio’s and staffing patterns what they are today, the nurse is often faced with competing patient priorities and is frequently involved in the care of one patient when another patient develops an urgent need. Because abrupt changes in heart rates and rhythms can result in rapid deterioration of the patient’s condition, it is often necessary that response be immediate. The purpose of this Six Sigma project was to reduce the time from recognition of a lethal rate/rhythm change to first responder’s presence in the pt’s room to 30 sec.
Beth Lanham
Six Sigma Master Black Belt
Froedtert Hospital Milwaukee | |
| 10:00 STREAM B Optimizing Patient Flow 9.40 Decreasing ambulance Diversions |
|
At Providence Alaska Medical Center, change management tools and support from a new emergency department manager helped a Six Sigma team address the hospital's diversion problem and achieve widespread benefits.
John Kalb
Master Black Belt
GE Healthcare Performance Solutions
Dave Ingram, M.D
Six Sigma Black Belt
Providence Alaska Medical Center
| |
| 10:40 Refreshments and networking |
| 11:10 STREAM A Fulfilling Quality and Safety Objectives Using lean and six sigma to provide the ultimate patient safe environment |
|
This session begins with a brief overview of Barnes-Jewish Hospital’s approach to implementing lean sigma in value streams and with an ever-increasing schedule of monthly kaizen events. The session the covers examples of improving patient safety and tools to use. The session covers emphasizes the highly effective tools of 5S, visual controls and standard work. These tools lay the groundwork for more in-depth, statistical analysis.
This presentation will highlight the 5Ss with tips for implementing the 5Ss; visual controls with examples that you can either use or use to spark ideas in teams for your specific problem; standardizing processes along with examples and formats used and challenges faced; Quality boards and production control boards in Sterile Processing, Pre-Op Holding, and Pre-Anesthesia units. The focus on patient safety is interwoven throughout in session in the discussion of the tools, their application, and discussion.
Steve Newlon
Management Engineer, Patient Safety and Quality
Barnes-Jewish Hospital
| |
| 11:10 STREAM B Optimizing Patient Flow Putting the patient first by reducing waiting times |
|
Avera McKennan uses principles from the Toyota Production System to analyze processes, set a standard of best practice, and implement continuous improvement.
Teams of front line employees work full time for 10 to 16 weeks to gather data by videotaping processes and then analyzing them minute by minute looking for value-added activity (activities that provide care to the patient and are done correctly the first time.) The team is responsible to communicate to frontline staff during daily briefings and to engage employees in problem solving sessions. Using the information from the analysis and problem solving sessions, the team then builds a best practice document detailing the sequence of steps and timing of the new process considering safety, quality, and work station layout at every step. are trained
Improvement highlights include:
• Laboratory TAT reduced by 40%; 1000 less sq. feet
• Improved patient flow enables most ED patients to see physician in 20 minutes after arrival – Satisfaction scores rose from 60th to above 90th percentile
• Housekeeping staff work to turn over rooms in 60 minutes to prepare for admissions
• Women Center team reduced registration time from 38 minutes to 9 minutes
Kathy Maas
Director of Process Excellence
Avera McKennan Hospital and University Health Center
| |
| 11:50 STREAM A Maximizing Clinical Outcomes Reducing Door to Inflation Time in the Acute Myocardial Infarction Patient |
|
The timing of reperfusion is critical to the effective management of patients having a heart attack. The earlier therapy is initiated, the better the patient outcome.
Hear how six sigma and lean were used to improve the throughput time for AMI patients resulting in improved outcomes.
Topics include the DMAIC process, use of lean tools, collaboration between staff in the Emergency Department and the Cardiovascular Lab, control methods to report and sustain improvements.
Karen Hamilton
Director, Quality Innovation and Improvement
Deaconess Hospital
| |
| 12:30 Lunch and networking |
| 13:30 STREAM A Maximizing Clinical Outcomes Six Sigma for clinicians |
|
Recognising the potential of Six Sigma in a clinical setting; measuring the impact of Six Sigma on clinical outcomes; cost benefit and cost-effectiveness analysis
Matiana Vela
Master Black Belt
Valley Baptist Health System
Tracy Kirkconnell
Master Black Belt
Valley Baptist Health System
| |
| 13:30 STREAM B Operational and Transactional Quality flow processes for ancillary billing |
|
From the very first contact with a patient receiving outpatient services until the time that the charges are coded and drop into the billing cycle, the quality and flow of the process cycle is critical to the financial success of any organization. With the use of Six Sigma tools and methodologies, success can be a natural outcome for every outpatient department. Cycle times, coding accuracy and quality, billing compliance and, ultimately, patient satisfaction are enhanced through the use of Six Sigma.
Deborah Smith
Vice President of Process Improvement, Six Sigma Master Black Belt and Master Change Facilitator
Centura Health
Claire Chadwell-Bell
Director of Care Services
Centura Health
| |
| 14:10 STREAM A Maximizing Clinical Outcomes Applying Lean and Six Sigma in a variety of clinical settings |
|
I. Johns Hopkins General Background
a. JHU overview
b. Office of Innovation in Quality Patient Care overview
II. Medtronic General Background
a. Business Overview
b. Lean Sigma program overview
III. Our work together at Johns Hopkins
a. JHU staff training
b. Adaptation of curriculum to healthcare
c. Types of projects
d. Results
e. Lessons Learned
IV. Featured Case Studies
a. Adult Chemotherapy Kaizen Event
i. Highlights/Results
ii. DMAIC framework
iii. Integration of Lean and Six Sigma tools
b. Blood Wastage Six Sigma Project
V. Looking Forward
Susan Frank
Lean Sigma Prescription for Healthcare Deployment Leader and Master Black Belt
Medtronic
Laura Winner - RN, MBA
Lean Sigma Deployment Leader
John Hopkins Medicine
| |
| 14:10 Panel Discussion/Interactive Session |
| 14:50 Chairman's closing remarks and end of conference |
|
28th March 2007: Workshop A
28th March 2007: Workshop B
28th March 2007: Workshop C
28th March 2007: Workshop D
| 08:30 - 11.:15 (includes breakfast) : 28th March 2007: Workshop A |
Successfully Implementing Six Sigma in Healthcare: An Introduction to Six Sigma Principles, Practical Exercises and Case Study Examples
Six Sigma removes barriers to change and raises expectations about acceptable performance. Through the rigorous use of facts, data and statistical analysis to manage, improve and re-invent business processes, quality performance is achieved and national healthcare standards are met and exceeded not once, but on a never-ending basis.
This workshop will include a review of the essential elements of conducting a Six Sigma project, it will allow participants to apply Six Sigma tools, and examples of successful practical case studies will be discussed to demonstrate the use of the Six Sigma principles. This interactive session will provide insight into the following areas:
• Results that can be expected from applying Six Sigma
• The need for accountability in healthcare to achieve and sustain maximum results
• Alignment of Six Sigma with the strategic initiatives of the organization
Matiana Vela
Master Black Belt
Valley Baptist Health System
Tracy Kirkconnell
Master Black Belt
Valley Baptist Health System
|
|
| 08:30 - 11.:15 (includes breakfast) : 28th March 2007: Workshop B |
The InnovationCUBE™: How to Turn Great Ideas into Lean Six Sigma Solutions
The InnovationCUBE™ replicates the dynamics of lean sigma innovation. It takes the "mystery" out to make it understandable, practical and doable by any project team. Companies such as General Electric, Microsoft, Motorola, General Dynamics and many others are using the CUBE to develop Lean Six Sigma products, processes and business systems. This "hands on" step-by-step workshop will show you how to:
• Make innovative thinking and action party of any Lean Six Sigma project, product, service or business sytem
• Create more innovation without disrupting existing initiatives such as Lean Enterprise, Quality Function Deployment, Portfolio Planning and Effective Project Management
• Find new "break away" opportunities before your competition even wakes up
• Generate ten times your usual number of practical ideas
• Measure solutions against one another to make sure you have the right feedback to make the right decisions
• Develop a corporate-wide Lean Six Sigma Innovation improvement effort
Paticipants will take away a demo copy of the new web-based innovationCUBE™ for their personal evaluation, a signed copy of Bart Huthwaite's lates book, "The Lean Design Solution" and an innovative "pop up" CUBE as a handy desktop reference tool.
About your Workshop Leader
Bart Huthwaite, Sr. Founder, INSTITUTE FOR LEAN INNOVATION is recognized as one of the leading Lean Sigma Innovation though leaders in the world today and the Institute for Lean Innovation helps organizations improve their innovation practices. Bart has authored many books in the field of innovation management. He is also the creator of the InnovationCUBE™, an integrated IT solution for deploying innovation across an enterprise. |
|
| 11:30 - 14: 15 (includes lunch) : 28th March 2007: Workshop C |
Value Stream Mapping and Project Funnel Management
The right combination of Lean, Six Sigma and change management techniques can make a significant difference in the overall success and sustainability of a process improvement program. The use of Value Stream Mapping can be especially effective during the selection and prioritization of Six Sigma projects, helping the team to identify and address key issues.
Leveraging case study examples, this session will allow attendees to acquire knowledge in the following areas:
• Basic overview of Lean, Six Sigma and change management methods
• Introduction to Value Stream Mapping
• Building and managing a project funnel
• Aligning Lean Six Sigma with organizational strategies
About your workshop leader:
Chuck DeBusk, MBB, GE HEALTHCARE, PERFORMANCE SOLUTIONS. Chuck DeBusk is a Master Black Belt and senior manager with GE's healthcare consulting group. He has more than 20 years of healthcare experience and has been actively involved with teaching and mentoring customers in the application of Six Sigma, Lean, CAP and Work-Out. He has led engagements with St. John Health, Sharp HealthCare, Northwestern Memorial Hospital, The Nebraska Medical Center, Providence Health System, Valley Baptist Health System and others. His formal education includes a Masters in Industrial Engineering from the University of Tennessee in Knoxville, and a Bachelors in Industrial Engineering and Operations Research from the Virginia Polytechnic Institute and State University in Blacksburg, VA.
|
|
| 14:30 - 17:15 (includes refreshements) : 28th March 2007: Workshop D |
Using the Six Sigma Maturity Model as Your Guide on the Six Sigma Journey
The Six Sigma Maturity Model™ defines the commonly experienced stages of Six Sigma maturity. Roxanne O’Brasky, President and Founder of ISSSP called the new model “the first rigorous attempt to describe the Six Sigma journey from launch and early success to culture transformation.” This model has tremendous practical value for organizations that want to:
• benchmark their progress against industry norms
• assess implementation strengths and performance gaps
• anticipate common adoption pitfalls
• effectively communicate progress and garner additional support for the Six Sigma initiative across the enterprise.
Find out why all of the Six Sigma community luminaries are talking about the Six Sigma Maturity Model. This workshop will walk participants through this recently published and highly acclaimed model and explains how it can be used as a compass for companies that want to take their operational performance to the next level.
Prasad Raje, Chief Executive Officer; Founder, INSTANTIS
About Your Workshop Leader:
Dr. Prasad Raje founded Instantis in 1999 and has raised $30M in venture capital on route to growing company revenues 200% for the past three years. Prior to Instantis, Prasad was VP of Engineering at Castelle and founder of Internet Information Systems, a pioneering web-development and hosting company. Previously, at Hewlett Packard Laboratories he led seminal R&D efforts on VLIW micro architectures. He is an inventor on 8 US Patents. He holds an M.S. and Ph.D. in Electrical Engineering from Stanford University, and a B.S. from the Indian Institute of Technology, Bombay, where he received the President of India Gold Medal in 1986.
|
|
The Six Sigma in the Healthcare conference will bring together senior-level quality and process improvement professionals from a broad range of organizations.
One of the key benefits of attending this conference is the networking opportunities you will find.
Organizations wishing to take further advantage of these opportunities should contact Louise Gosling of WCBF about taking an exhibition booth or sponsoring one of the lunches, breaks or evening receptions.
|
|
WCBF’s 5th Successfully Implementing Six Sigma in Healthcare is being extensively researched and specifically tailored to meet the requirements and interests of professionals working within these industries.
Specific job titles have been listed below.
CEOs, CIOs, COOs and CFOs
Directors of Performance/Process Improvement
Directors of Quality / Continuous Improvement
VPs/Directors of Operations
Directors of Six Sigma
Business Process Improvement Champions
Productivity Managers
Six Sigma Deployment Leaders / Champions
Master Black Belts and Black Belts
Green Belts
Head/Director of Clinical Excellence
Head of Patient Safety
VP of Clinical Outcomes
Clinical Department Head
|
|
| Prices, Discounts and Key Terms |
|
Prices
| |
FULL PRICE |
EARLY BIRD DISCOUNT PRICE BEFORE 02/16/07 |
BONUS DISCOUNT PRICE BEFORE 01/05/07 |
| Conference & three Workshops (A or B, C, D) |
$3642 |
Save $400! $3242 |
Save $500! $3142 |
| Conference & two Workshops (A or B, C, D) |
$3093 |
Save $300! $2793 |
Save $400! $2693 |
| Conference & one Workshop (A or B, C, D) |
$2544 |
Save $200! $2344 |
Save $300! $2244 |
| Conference Only |
$1995 |
Save $100! $1895 |
Save $200! $1795 |
| Workshop Only |
$549 |
Save $100! $449 |
Online Offer
Save an additional $50 off when you book online with credit card - applies to Full Price and Early Bird prices only.
Bonus Discount
Cut off date: 01/05/07 - This will entitle you to an additional $100 off the Early Bird Discount price - as shown, except the Users Forums.
Early Bird Discount
Cut off date: 02/16/07 - This will entitle you to a discount off the registration fee (see above). Only applicable to FULL PRICE delegates
Group Booking Discounts
Book before 01/05/07 and receive the Bonus Discount - $100 extra off per person.
Take advantage of the following group discounts off the full price list above when delegates book at the same time from the same company.
Groups of 3+ receive a 15 percent discount
Groups of 4+ receive a 20 percent discount
Groups of 5+ receive a 25 percent discount
Groups of 6+ receive a 30 percent discount
Groups of 7+ receive a 35 percent discount
Groups of 8+ receive a 40 percent discount
Discounts Calculation
When booking on-line both "Early Bird" and "Group Booking" discounts will be calculated once the Registration Form is received by WCBF. You will be telephoned to confirm the final pricing, before any monies are taken from your Credit Card
IF YOU ARE BOOKING BY FAX OR POST, PLEASE PHOTOCOPY THE REGISTRATION FORM FOR ADDITIONAL DELEGATES.
I have two discounts e.g. early bird and group. I would like to use for my conference registration; can I use both of them?
No, we do not combine discounts but we will honour the discount that is better for you.
What does payment include?
Payment includes breakfast, breaks & refreshments, lunches and the gala reception on the first evening of the conference. Check the on-line agenda for timings.
A detailed conference workbook and/or CD with presentations and all meeting materials.
When is payment due? Important please read.
To receive any early payment discounts, registration and payment MUST be received at the time of registration and before the respective cut-off date.
Any discounts offered (including team discounts) also require payment at the time of registration.
Payment must be received prior to the conference, and within 30 days of registering. If payment does not arrive less than 10 working days prior to the event, a credit card payment will be requested.
Timely, Topical, Fresh, Credible, Clear and Concisely Worded Information for the Six Sigma and Process Improvement Community
Cancellation
If you have to cancel your registration you can either send a substitute colleague in your place or claim a credit within the following time frames before the conference. To send a substitute colleague, please send an email to register@wcbf.com with your full contact details of the current attendee and conference they are registered for, and then your full contact details, including your job title, and email address.
WCBF does not provide refunds for cancellations.
For cancellations received in writing more than ten (10) working days prior to the conference you will receive a 100% credit to be used at another WCBF conference for up to one year from the date of issue. For cancellations received less than ten (10) working days prior to the event no credits will be issued.
In the event that WCBF cancels an event, delegate payments at the date of cancellation will be credited to a future WCBF event. This credit will be available for up to one year from the date of issue.
In the event that WCBF postpones an event, delegate payments at the postponement date will be credited towards the rescheduled date. If the delegate is unable to attend the rescheduled event, the delegate will receive a 100% credit representing payments made towards a future WCBF event. This credit will be available for up to one year from the date of issue. No refunds will be available for cancellations or postponements.
WCBF is not responsible for any loss or damage as a result of a substitution, alteration, cancellation, or postponement of an event. WCBF shall assume no liability whatsoever if this event is altered, rescheduled, postponed or cancelled due to a fortuitous event, unforeseen occurrence or any other event that renders performance of this conference inadvisable, illegal, impracticable or impossible. For purposes of this clause, a fortuitous event shall include, but shall not be limited to: an Act of God; governmental restrictions and/or regulations; war or apparent act of war; terrorism or apparent act of terrorism; disaster; civil disorder, disturbance, and/or riots; curtailment, suspension, and/or restriction on transportation facilities/means of transportation; or any other emergency.
Please note that speakers and topics were confirmed at the time of publishing, however, circumstances beyond the control of the organisers may necessitate substitutions, alterations or cancellations of the speakers and/or topics. As such, WCBF reserves the right to alter or modify the advertised speakers and/or topics if necessary. Any substitutions or alterations will be updated on our web page as soon as possible.
Changes to the Programme
WCBF reserves the right to make changes to any aspect of the programme, agenda, speakers, dates and venue location and can also cancel events if enrolment criteria are not met, or when conditions beyond its control prevail. Every effort will be made to contact each delegate if the event is cancelled. If an event is not held for any reason, WCBF’s liability is limited to the refund of the registration fee only. WCBF is not responsible for any loss or damage as a result of a substitution, postponement, alteration or cancellation of the event due to causes beyond its control including, without limitation, natural disasters, sabotage, trade or industrial disputes or hostilities, and accident.
Exhibitors and Sponsors Cancellation Policy
WCBF cannot accept cancellations from exhibitors and sponsors.
Changes to the Programme
WCBF reserves the right to make changes to any aspect of the programme, agenda, speakers, dates and venue location and can also cancel events if enrolment criteria are not met, or when conditions beyond its control prevail. Every effort will be made to contact each delegate if the event is cancelled. If an event is not held for any reason, WCBF’s liability is limited to the refund of the registration fee only. WCBF is not responsible for any loss or damage as a result of a substitution, postponement, alteration or cancellation of the event due to causes beyond its control including, without limitation, natural disasters, sabotage, trade or industrial disputes or hostilities and accident.
Protection of your data
Personal data is gathered in accordance with the Data Protection Act 1998. Your details may be passed to other companies who wish to communicate with you offers related to your business activities.
|
|
VENUE
Circus Circus
2880 Las Vegas Boulevard South
Las Vegas
NV 89109
USA
Reservations number: 800-634-3450 or 702-734-0410
Hotel Accommodation
Hotel and travel costs are NOT included in the registration fee.
However, WCBF have negotiated reduced rate accommodation with the hotel at $51.95++ per room per night for the nights of March 26, 27, 28, 29 and $129.95 for the night of March 30.
Please identify yourself as part of the WCBF Group to obtain this special rates, reference "D03WCBF - WCBF's 5th Annual Six Sigma in Healthcare Conference".
The cut-off rate for these special rates is March 12, 2007.
|
|
| Documentation, Tapes and CDs |
|
The Summit experience is unique, but we can still provide you with the documentation of the event you missed on CD!
To order call (1) 800-959-6549 0r (1) 312-466-5774 - or email reg@wcbf.com. Cost $699 (inc. p&p) |
|
|
|
| Sponsors & Partners |
Sponsor
Sponsor
Sponsor
Exhibitor
Exhibitor
Exhibitor
Exhibitor
Exhibitor
Recommended Online Resource
Media Partner
Media Partner
Media Partner
Media Partner
Media Partner
Media Partner
Media Partner
|
|
|
| |
|
|
