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Friday 4th July 2008

PAST EVENT: 6th Conference on Successfully Implementing Six Sigma and Lean in Healthcare The Seaport Boston, USA (Conference: September 19-20, 2007, Workshops September 18, 2007)

[ Overview ] [ Key Speakers ] [ Agenda and Speakers ] [ Workshops & Special Events ] [ Networking Opportunities ]

[ Who Should Attend ] [ Prices, Discounts and Key Terms ] [ Travel and Accommodation ]

[ Frequently Asked Questions ] [ Documentation, Tapes and CDs ]

Overview

Overview & Key Topics :

This is a past conference. To view the forthcoming conference in this series please visit Current Conference

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 at our previous Six Sigma in Healthcare events:

“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

"CEO's must attend this conference, it is a great introduction to Six Sigma. How to improve patient care and save lives guaranteed. It is proven by 'data' evidence. #s don't lie!"

Vickie Rosburg, Nurse Informatics Coordinator, Arrowhead Regional Medical Center

"Focusing on Six sigma in Healthcare is exciting; very easy to relate to experiences shared. Great learning opportunities and networking."

Connie Levingston, Black Belt, OSF Healthcare

"Very inspiring. Gave me some great ideas and tools to move our organization along in Six Sigma and Lean. I really enjoyed my time here. Very valuable."

Debra appleby, Black Belt, St John's Hospital

"Very good. Nice breadth of info and quality of speakers"

Craig Bonnema, Director Surgical Services, Naval Hospital Pensacola

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.

Apply for the Best Achievement in Six Sigma in Healthcare Award

WCBF’s Global Six Sigma Summit (www.gsssa.com) 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.

For more details of the judges, categories and criteria, click on The Global Six Sigma Awards. or email flora.hamilton@wcbf.com

Key Speakers

KEYNOTE ADDRESS:

Dr Terry O’Rourke MD
Chief Medical Officer
CENTURA HEALTH

CHAIR

Deborah Smith
VP Process Improvement
CENTURA HEALTH

EXPERT SPEAKERS INCLUDE

Mason Smith
Chief Executive Officer, Mount St Francis Ministries,
SISTERS OF ST FRANCIS OF COLORADO SPRINGS, INC.

Baris Turgutoglu
Director of Management Operations
KENT HOSPITAL

Jim Bickel
Vice President Professional and Support Services
COLUMBUS REGIONAL HOSPITAL

Dr. Michael Apkon
Vice President Performance Management
YALE NEW HAVEN CHILDREN’S HOSPITAL

Mary Cramer
Master Black Belt, Director of Performance Excellence
NEW YORK-PRESBYTERIAN HOSPITAL

Jody Thompson
Director of Six Sigma
OSF SAINT FRANCIS MEDICAL CENTER

Alice Mayer
Corporate Director Standardization/Data Research
SISTERS OF ST. FRANCIS HEALTH SERVICES

Bill Casey
Managing Master Black Belt US Operations, East
QUEST DIAGNOSTICS

Dr Kai Yang
Professor, Department of Industrial and Manufacturing Engineering
WAYNE STATE UNIVERSITY

Walter Hayes
Director of Laboratory Services
POCONO MEDICAL CENTER

Dan Varnum
VP of Performance Improvement
MERCY MEDICAL CENTER

Agenda and Speakers

Conference Day #1

8:30 Welcome and Opening Remarks from the Chair

Deborah Smith
VP Process Improvement
CENTURA HEALTH

8:40 Keynote Presentation: Six Sigma Change Management, Forest Gump & Evidence-Based Medicine

"Life is like a box of chocolates… you never what you're gonna get!"
Healthcare cannot be a box of chocolates where you never know what you are going to get. Nearly two years ago, Centura Health embarked on a six sigma journey to create standardized, evidence-based physician order sets. We saw an opportunity to transform the way we deliver patient care. With strong Black Belt Project Management and utilizing Zynx Health (a web-based tool), we were able to infuse clinical best practice to increase patient safety & quality throughout the continuum of care. As we look to the future, these order sets will play a vital role in the implementation of Computerized Provider Order Entry (CPOE). Involvement of numerous physicians from twelve different hospitals and gaining consensus on the order set content was made successful by disciplined project management. In this presentation, attendees will learn about Centura's order set standardization, education & awareness process, how to engage physicians through the rigor of six sigma, change management and the success that has been achieved.

Dr Terry O’Rourke MD
Chief Medical Officer
CENTURA HEALTH

9:20 Measuring the impact of improvements in reliability and efficiency

Lean Six Sigma is a powerful tool to enhance reliability, reduce waste, and improve the quality of care delivery across organizations. However, improvement efforts require an investment of considerable resources in order to meet objectives. Given resource constraints, it is important to be able to evaluate and compare the relative impact of potential projects. Measurement allows leaders to build an effective portfolio of improvement efforts and to gauge the success of these efforts. This session will discuss methods for quantifying the impact of improvement and for selecting among competing improvement opportunities.

Dr. Michael Apkon
Vice President, Performance Management
YALE NEW HAVEN CHILDREN'S HOSPITAL

10:00 Refreshments, networking and storyboard viewing time

10:40 Lean Six Sigma in Healthcare Goes Global: Improving Billing, Patient Discharge and Materials Management

As the first recipient of JCI accreditation in Turkey, three year-old Kent Hospital embarked on deploying Lean Six Sigma to support their initiative for continuous improvement in patient care delivery, quality and financial performance. This presentation will highlight the process improvement methodologies utilized to address the causes of problems identified in their selection and purchasing of medical supplies and medications, discharge practices and billing procedures for both in- and out-patients. The success of these efforts also will be discussed.

In addition, the session will highlight the integration of Lean Six Sigma with Theory of Constraints (TOC) to augment process improvement efforts. TOC Time-Based Replenishment will be explored for its benefits in a variable demand environment to achieve fast, highly visible and reliable results in material and medication stocking levels.

Baris Turgutoglu
Director of Management Operations
KENT HOSPITAL

and

Charles B. Mount
Director of Healthcare Services
NOVACES, LLC

11:20 Building Lean Sigma Teams to Advance Organizational Objectives

We’re all in this together. Effective teams working together to advance an organization’s objectives are the only way that improvements will be sustained over time. This session describes how a very large complex hospital uses Lean Six Sigma teams, aligned closely with hospital leadership, to work toward achieving the hospital’s strategic initiatives. The session will outline the importance of engaging all areas of the organization to work toward a common cause and of assuring that all projects have a direct line of vision to organizational objectives. Specific examples will be provided of the organizational structure developed to support these teams as well as the attributes of the Lean Six Sigma team facilitators (Black Belts) and of team members critical to the success of these projects.

Mary Cramer
Master Black Belt, Director of Performance Improvement
NEW YORK-PRESBYTERIAN HOSPTIAL

12:00 Lunch and networking

13:30 Discussion Session: Achieving Alignment between your Organization and your PI initiatives

Mason Smith
Chief Executive Officer, Mount St Francis Ministries
SISTERS OF ST FRANCIS OF COLORADO SPRINGS, INC.

Jim Bickel
Vice President, Professional Support Services
COLUMBUS REGIONAL HOSPITAL

Mary Cramer
Master Black Belt, Director of Performance Improvement
NEW YORK-PRESBYTERIAN HOSPTIAL

14:10 Thinking like Management: Aligning Strategic Corporate Objectives with Six Sigma Sponsorship – A Model Based Operational Strategy

If you cannot align a strategy for garnering sponsorship within the corporate strategic plan, you may be “blowing in the wind”. Using a practical plan or model as a framework leading to the Lean Thinking Process must first make good business sense; and then, 6 Sigma becomes the implementation element in any corporate strategy. In the larger business context, management sponsorship (Champions) must be earned. It (they) can be earned by finding the alignment between the strategy of the organization and model based management (6 Sigma, CMM, TQM, etc). Without this alignment, long-term commitment cannot be sustained and 6 Sigma trained professionals will grow increasingly frustrated and disenfranchised. In parallel, management will get appropriately distracted with issues such as strategic business planning, finance and accounting, product lines development, adopting effective technologies, and managing human resources. Management must see logical frameworks into which they can fit a 6 Sigma effort. Healthcare is no exception. My case model is a Skilled Care Nursing Center. I will show at least one way to present that framework within a healthcare environment.

Mason Smith
Chief Executive Officer, Mount St Francis Ministries
SISTERS OF ST FRANCIS OF COLORADO SPRINGS, INC.

14:50 Refreshments and networking

15:20 Integrating Lean and Six Sigma: A Diversified Approach to Process

Mercy Medical Center – Des Moines has been successful using a variety of improvement methodologies, including Lean and Six Sigma, to drive its process improvement efforts. With a team of Black Belts trained to use multiple tools and techniques, it is important to identify the right approach to solve business problems. In this presentation, which will include project examples, you will learn how Mercy has been successful using this integrated approach.

Dan Varnum
VP of Performance Improvement
MERCY MEDICAL CENTER DES MOINES

16:00 Applying DFSS in healthcare

improve service offerings, based on the voice of customer and customer value, the second is the improvement and design of service offering process, which enables fast, effective service offerings. For health care industry, both aspects are very important.

In this presentation, a case study is presented about VA hospital in Detroit, where we applied many effective tools to reduce the patient average waiting time in registration department from 44 minutes to lower than 5 minutes.

Dr Kai Yang
Professor, Department of Industrial and Manufacturing Engineering
WAYNE STATE UNIVERSITY

Bryan C. Matthews
Administrative Officer to the Associate Director
JOHN D. DINGELL VA MEDICAL CENTER

16:40 A Simple Ten Step Service Kaizen Method

• What is a Kaizen Event?
• Quest Diagnostics service quality challenges
• The ten step service Kaizen Event method
• Defining the problem, the goal, the baseline and the process
• Exploring possible sources of variation
• Identifying corrective actions to eliminate waste

Bill Casey
Managing Master Black Belt US Operations, East
QUEST DIAGNOSTICS

Jesse Flippo
MBB North & South Florida
QUEST DIAGNOSTICS

17:20 Chair's closing remarks and end of day one

Conference Day #2

0:00 Master Black Belt Panel

7:30 Breakfast for speakers and delegates

8:40 Welcome to Day Two and Recap of Day One by the Chair

Deborah Smith
VP of Process Improvement
CENTURA HEALTH

8:50 Involving Physicians and Resident Physicians in 6 Sigma Transformation

Involving Physicians and Resident Physicians in 6 Sigma Transformation

Since the Institute of Medicine’s shocking conclusions in To Err is Human, healthcare quality and safety have been under public and regulatory agency scrutiny. The bar has continued to rise as hospital performance is made public through JCAHO indicators, CMS publicly reported measures, and a variety of quality awards such as the ANA’s Magnet hospital designation and the Joint Commission’s Centers of Excellence. There can be no doubt that safely and reliably providing evidence-based care is on every healthcare leader’s agenda.

At OSF Saint Francis Medical Center, we have achieved dramatic and sustained improvement in core clinical processes through the use of 6 Sigma. To achieve these results, however, we had to learn how to effectively deploy the 6 Sigma methodology in the clinical arena, how to effectively engage resident and attending physicians, and how to integrate 6 Sigma with evidence-based medicine. At this session, we will describe our 6 Sigma journey and critical success factors while highlighting methodology application in one clinical outcomes improvement project.

Jody Thompson
Director of Six Sigma
OSF SAINT FRANCIS MEDICAL CENTER

Tim Miller, MD
Assistant Administrator Physician Affairs
OSF SAINT FRANCIS MEDICAL CENTER

9:30 Deployment and Bottom-line Results in a Community Hospital

Find out how a 225-bed hospital community hospital established, deployed and integrated a lean sigma program as the primary method of process improvement to create a data-driven culture and achieve real bottom-line results. Learn about specific operational projects to improve processes in Patient Financial Services/Medical Records and patient throughput in the Radiology department.

Jim Bickel
Vice President, Professional Support Services
COLUMBUS REGIONAL HOSPITAL

Carolyn O’Neal, RN, MSN
Black Belt
COLUMBUS REGIONAL HOSPITAL

10:10 Refreshments, networking and storyboard viewing time

10:50 Lean and Six Sigma Dramatically Improve the Percentage of Lab Results Completed by 7 a.m

Pocono Medical Center intended to automate its chemistry laboratory in order to expedite reporting and to accommodate expected growth. However, this strategy neglected the upstream part of the process, the collection of specimens and the delivery of the specimens to the lab. Through careful analysis and the application of Lean and Six Sigma tools, performance improved from 68 of lap results completed by 7 a.m. to 98. The project was completed in two months. Automation would not have accomplished this, as the main problem was getting specimens to the lab.
After attending this session, participants will be able to:
• Understand how batching extends turn-around time
• Understand the value of aiming for continuous flow in health care.
• Understand the value of using data to diagnose a problem and to design the right solution.
• Understand how focusing in one area could sub-optimize a process.
• Understand how results can be achieved quickly.

Walter Hayes
Director of Laboratory Services
POCONO MEDICAL CENTER

11:30 Using DFSS to Create the “Pharmacist of the Future”

New technology often requires a change in work processes in order to maximize benefits and efficiency in healthcare environments. In 2006, new technology enabled Pharmacists at Sisters of St. Francis Health Services, Inc. (SSFHS) to transition from ‘distributive-focused’ to ‘clinical-focused’ pharmacy functions. The new technology presented significant challenges for SSFHS and its pharmacists.
This presentation will highlight a Lean Six Sigma team who used Design for Six Sigma (DFSS) and Quality Function Deployment (QFD) tools to optimize medication management and successfully expand clinical pharmacy services. The redesign resulted in reduced costs, greater pharmacist satisfaction and improved patient care.

Alice Mayer
Corporate Director Standardization/Data Research
SISTERS OF ST. FRANCIS HEALTH SERVICES

Dr. Maria Papadakis
Clinical Pharmacist
SISTERS OF ST. FRANCIS HEALTH SERVICES

12:10 Lunch and networking

13:30 Reducing Patient Wait Time by Increasing Capacity

At Boston Medical Center, the Six Sigma group concentrated on making improvements in the department of Radiology by working closely with stakeholders. Listening to voice of customer, a collection of projects were identified and implemented. In the MRI and Nuclear Stress Testing areas, patient wait time for appointments was reduced from 4 - 7 weeks down to several days. This was accomplished by increasing capacity without the addition of capital equipment. These projects uncovered the need to improve denials. The Six Sigma group next worked with a team of individuals to reduce the number of payer denials due to missing authorizations.

Sholeh Razavi
Director, Performance Improvement
BOSTON MEDICAL CENTER

14:10 Improving Revenue Cycle Case Study

Healthcare organizations are challenged with inefficient processes around revenue cycle issues~registration, charge capture, and maximizing reimbursement
Through the use of Lean, WorkOut, Six Sigma & Design for Six Sigma, Virtua has been able to leverage their "tool box" to support operational leaders: in improving the consistency of the billing process; eliminated non-value added steps and increasing reliability and timeliness; overall enhanced accuracy in billing process that has contributed to an overall net return of $20M
Key lessons learned

Adrienne Elberfeld
Master Black Belt, Six Sigma Champion
Virtua Health

14:50 Master Black Belt Panel

15:30 Closing remarks by the Chair

Workshops & Special Events

WORKSHOP A: Managing the Human Side of Lean Six Sigma

WORKSHOP B: LEAN Implementation in Health Care

WORKSHOP D: Lean, Six Sigma, Work Out, Design for Six Sigma

08:30 - 11:15 (includes breakfast) : WORKSHOP A: Managing the Human Side of Lean Six Sigma

Tips for selecting, aligning, developing, measuring and rewarding your most important asset…PEOPLE!

The implementation of Lean Six Sigma in the hospital environment can be a costly and challenging endeavour. Inherent silos, multiple stakeholders and misaligned incentives make the hospital environment a complex setting in which to launch a structured improvement initiative. Many hospitals have managed to make it work, however, and this workshop will share some of the secrets to their success.

Focusing specifically on the people aspects of Lean Six Sigma, attendees will gain valuable knowledge that can be used to either launch a new program or get a stalled program back on track. Through discussion and actual case study examples, the presenters will share information on designating Lean Six Sigma roles and responsibilities, ensuring individual competency and accountability and building a strong framework for sustainable results.

Learning Objectives

This workshop will enable participants to:

- Understand critical success factors and common pitfalls associated with Lean Six Sigma implementation in healthcare
- Acquire best practices in HR strategy to maintain program momentum and growth
- Compare pros and cons of various organizational and pay structures
- Explore innovative career progression models
- Identify change management tools that can be used to navigate the political landscape.

Todd Sperl
Director of Operational Excellence, Master Black Belt
ST JOHN HEALTH

Charles DeBusk
Senior Manager
GE HEALTHCARE PERFORMANCE SOLUTIONS

About your workshop leaders
Todd Sperl has led the strategic rollout of Lean Six Sigma at Michigan’s St. John Health (SJH) since January, 2004. In this role, Sperl has seen SJH significantly improve operational excellence. To date, 100 plus Lean Six Sigma projects have been completed across the organization. These dramatic process and performance improvement projects have a direct link to SJH strategic goals and have resulted in decreased throughput and cycle times, process standardization, increased customer/patient satisfaction and over $10 million in verifiable financial benefits.
Since launching Lean Six Sigma as its process improvement methodology, SJH has certified 16 black belts, 120 plus green belts, 120 plus yellow belts, over 200 change agents and established its own in-house training program. Todd is a GE trained master black belt. He has presented at numerous regional and national Lean Six Sigma conferences. Todd has a M.S. in Industrial/ Organizational Psychology from St. Mary’s University in San Antonio, TX. He lives in Huntington Woods, MI with his wife Andrea, daughter Allie and son Mac.

Charles DeBusk has blended his 25 plus years of healthcare experience with technical expertise in Six Sigma, Lean, CAP and Work-Out to to teach and mentor customers. His customers include Sharp Healthcare, Northwestern Memorial Hospital, The Nebraska Medical Center, St. John Health, North Memorial Health Center, Valley Baptist Health System and others. Prior to joining the Performance Capabilities group, he served as a Master Black Belt in the Healthcare Services Division teaching DMAIC and Design for Six Sigma and supporting the areas of information processing, software design and customer support Charles is a Certified Six Sigma Master Black Belt and a Registered Professional Engineer.
His publications include: “Best Practice or Best Guess”, “Lean Discharge”, “Putting Express back in Hospital ED Express Care” and “Streamlining Diagnostic Testing at Northwestern Memorial”.

11.30 - 14.15 (includes lunch) : WORKSHOP B: LEAN Implementation in Health Care

LEAN implementation in health care improves quality, service, and safety using fewer FTE’s and capital dollars in less space. The disciplined application of LEAN principles uses data to redesign health care delivery by focusing on value added activities and eliminating waste.

Learn how AveraOpEx uses principles from the Toyota Production System to analyze processes, set a standard of best practice, and implement continuous improvement.

This workshop will present an interactive introduction to the LEAN principles:
• standard work
• single piece flow
• visual management control
• pull replenishment

Examples of successful implementations in the Laboratory, Emergency Department, Surgery, Health Information Management, and Financial Services will be discussed.

In addition, strategies for change management and adult learning will be demonstrated. How can managers navigate change by moving employees from critics, victims, and by-standers to change champions?

Kathy Maass MT(ASCP)
Director, Process Excellence
AVERA MCKENNAN HOSPITAL AND UNIVERSITY HEALTH CENTER

About your workshop leader:
Kathy Maas is employed at Avera McKennan Hospital and University Health Center. In April 2004, Kathy led the Laboratory Team in its first Lean Project at Avera McKennan Hospital and University Health Center. The team redesigned work flow projects, then planned, co-ordinated and led the Laboratory through a move into a new workplace designed with Lean principles. Currently she is the Director of Process Excellence and has led projects in the Emergency Department, Central Supply, Operative Services, Pharmancy and in Nursing.

14:30 - 17:15 (includes refreshments) : WORKSHOP D: Lean, Six Sigma, Work Out, Design for Six Sigma

These are tools which are just a piece of the puzzle that, when solved, provides a pattern of sustainable results and ultimately, an organization that can differentiate itself from its competitors. The question is... where to start?

When contemplating the use of some or all of the tools there is much to consider and evaluate. Do we have our implementation in the right order? With the right people? With the right intentions? With the right expectations and the right resources? Deployments must be well planned and communicated in order to avoid the ‘flavor of the month’ mentality .

Join us for this interactive session and gain the quality information you have been searching for. You will leave this workshop with the ability to know, with confidence, how your organization might proceed in decision making and implementation.

Susan McGann
President and CEO
PIVOTAL HEALTHCARE SOLUTIONS, LLC

About your workshop leader:
Susan McGann RN, BSN, MBA was among the nation’s first healthcare Six Sigma Master Black Belts. She has led comprehensive efforts to drive the methodologies of Six Sigma, DFSS (Design for Six Sigma), LEAN, CAP (Change Acceleration Process) and WorkOut. McGann has been responsible for deployments, curriculum development, education, project results, mentoring and fiscal accountability. McGann’s experience also spans Strategic Partnerships, new campus development and hospital design, systems and structures of accountability and recognition, patient satisfaction and leadership development. Currently she is the President and CEO of Pivotal Healthcare Solutions, LLC where she works with organizations in the planning and execution of Operational and Business Tools. She is an accomplished speaker and educator who’s passion is evident in everything she does.

Networking Opportunities

The Six Sigma in 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.

Email: louise.gosling@wcbf.com

Who Should Attend

WCBF’s 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 08/03/07	BONUS DISCOUNT PRICE BEFORE 06/22/07
Conference & three Workshops (A, B, D)	$3842	Save $400! $3442	Save $500! $3342
Conference & two Workshops (A, B, D )	$3293	Save $300! $2993	Save $400! $2893
Conference & one Workshop (A, B, D)	$2744	Save $200! $2544	Save $300! $2444
Conference Only	$2195	Save $100! $2095	Save $200! $1995
Workshop Only - price per workshop (A or B or D)	$549	Save $100! $449