Quality and innovation in healthcare
“Beyond Brainstorming and Benchmarking to generate new ideas for problem solving, planning, and developing new products and services.”

All too often we get trapped in the same old thoughts. This workshop will teach proven steps to find new and better ideas for healthcare practitioners. Bring some of your toughest unsolved problems and be prepared to practice using powerful tools for idea generation and implementation.

WORKSHOP LEADER Bob King, CEO, GOAL QPC

Reducing the Risk of Human Error
Human error is a source of major risk and costs in healthcare, especially when it affects safety. Human error continues to major contributor to failure costs in many organizations, in spite of continuing attempts to bring it under control.
In this workshop, you will increase your understanding of how human psychology and Risk Influencing Factors in operations contribute to the risk of error. You will learn a systematic methodology to identify root causes of human error and gain insight into ways of avoiding them. You will learn how to assess your organization’s vulnerability to error and the effectiveness of current practices to deal with it. You will find out how to systematically identify commonplace adverse influences that increase risk of error and/or make its effects more serious. You will understand how low-cost changes and fine-tuning can improve reliability of your processes.
WORKSHOP LEADER Rohit Ramaswamy, Ph.D, MPH, Vice President, Strategy and Client Relationships, ORIEL INCORPORATED He has 15 years experience in implementing Six Sigma, Lean and Process Management programs in a wide variety of industries. He is the author of Design and Management of Service Process, and the co-author of Quality in Testing. He received a Ph.D. in Engineering from the Massachusetts Institute of Technology and a Masters in Public Health from the University of North Carolina at Chapel Hill.

Lean and Kaizen for Beginners

Overview: This workshop will provide a basic overview of lean and kaizen concepts, and their practical application to healthcare.

Learning Objectives

Learn:
• The basic lean and kaizen tools & techniques:
o Value, waste, value stream waste reduction, 5S, visual controls, mistake proofing, jidoka, changeover time reduction, standardized work, flow, heijunka, kanban, and kaizen events.
• How to use lean and kaizen basics to deliver sustainable world class results.
• How to apply lean and kaizen to the following healthcare cases:
o Radiology and Laboratory turnaround time reduction,
o Emergency Department length of stay reduction,
o Orthopedic supply cost reduction,
o Interventional Radiology profitability optimization,
o Nursing process streamlining,
o Order management streamlining, and
o Surgery throughput increase.

WORKSHOP LEADER: Joseph Swartz. Director of Business Transformation. ST. FRANCIS HOSPITAL & HEALTH CENTERS OF INDIANAPOLIS He has 14 years experience guiding Lean Six Sigma implementations. He has presented at several national conferences. He is the co-author of Siing David in the Stone: Find and Seize Great Opportunities. He received an M.S. in Management from Purdue University as a Krannert Scholar for academic excellence.

Sustaining the Gains with Control Plans

Breakthrough improvements from Lean – Six Sigma projects can be impressive. However, upon implementation of improvements, natural pressures commonly shift the focus to new projects rather than on ensuring benefits are sustained. In some cases the same project may have to be worked several times because the initial levels of improvement eroded. This can be frustrating to an organization. In fact, the cumulative benefits obtained by maintaining the level of improvement from completed projects can far outweigh new benefits obtained from the “active” project portfolio. Organizations that have deployed Lean – Six Sigma programs commit significant resources toward process improvement projects. It is only reasonable to expect that these investments yield enduring results. If a project is worth doing…it is worth keeping! Does your organization know its project success rate a year after completion? Or, are project results left to chance in favor of the newest opportunities?

This workshop will provide practical guidelines and techniques for creating successful control plans. Participants will see examples of good Control Plan design and become familiar with mechanisms to help ensure that results are sustained.

WORKSHOP LEADER: Jeff Rich, Executive Director - Major Projects & Efficiency Improvement, GUNDERSON LUTHERIAN MEDICAL CENTER He graduated from the University of Wisconsin-Platteville in May 1990 with a B.S. in Mechanical Engineering. From May 2004 through September 2006, Jeff held two key leadership positions in Trane as an Engineering Group Leader and Global Marketing Director of Customer Satisfaction & Six Sigma. In October 2006, Jeff's health care career started as he joined Gundersen-Lutheran Medical Center in La Crosse, WI. He currently leads improvement efforts utilizing Lean Six Sigma methodologies.


Jeff is a senior member of the American Society for Quality and has been an ASQ Certified Quality Engineer since 1995.

The Lean Six Sigma Journey to Performance Improvement – A one hundred day plan for launch

Performance improvement in healthcare using Lean Six Sigma is now an industry standard. However, deployment planning can be confusing and poor decisions costly. Who should lead the effort and how does Lean Six Sigma fit into our current organization structure and culture? How many Black Belts should we hire? How can we ensure projects are aligned with strategy? What processes need to be in place to launch and sustain a successful Lean Six Sigma effort? All these questions and more will be covered in this interactive learning session.

Focusing on the period from Chief executive Commitment to first project launch, attendees with gain valuable knowledge that can be used to either launch a new Lean 6 Sigma deployment or re-energize a current effort.

In this interactive session, participants will use facilitated discussion of real-life experiences with developing and executing a Lean Six Sigma deployment plan to start developing their own action plans with the goal of successfully launching Lean Six Sigma as a vehicle for strategic performance improvement and cultural transformation. Workshop objectives listed below will be prioritized by the voice of the customer, ie, the participants!

WORKSHOP LEADERS
Jody Thompson, Director 6 Sigma, OSF ST FRANCIS MEDICAL CENTER

Amy Krantz, MSW, Six Sigma Master Black Belt, OSF ST FRANCIS MEDICAL CENTER

Identifying the key failure modes of existing Healthcare change models and how Lean Sigma overcomes them

Performance improvement in healthcare is not where it needs to be, particularly when compared with other industries. This workshop will highlight the key problems with existing performance improvement methods in healthcare and describe solid solutions to those problems using a Lean Sigma framework. Consider the following symptoms:
• Sense of resource overloading – it is difficult to get team time to even start a project
• Most improvement is incremental; there is little in the way of breakthrough change
• Hard savings are just that; hard to come by and even harder to measure
• When there is success, it is difficult to attribute the improvement to the changes that invoked it
• Improvements fail to stick
If the symptoms are clear and abundant, why, with all the effort underway, are the symptoms still the norm?
The usual approach is to critique the solutions implemented and work from there. Here, the suggestion is to look at things in a different way. The place to look is not actually at the solutions implemented, but rather the improvement methodologies utilized – the route to solution and implementation.
The workshop will explain how the framework of existing change methods is itself a fundamental cause for many of healthcare’s failings and then describe how to construct a meaningful Lean Sigma change framework to redress these failings.

WORKSHOP LEADER Dr Ian Wedgwood, Executive Director, SIGMA BREAKTHROUGH TECHNOLOGIES, INC.

Project Selection: Driving Results and Moving Business

Before we can use the wonderful Six Sigma tools, or Lean methodologies or even the change management tools readily at our fingertips, we must identify, select and prioritize potential projects. And to be successful in the end results, the selection and prioritization of those projects is critical.

Learn tools to help identify potential projects with the help of leadership and project sponsors. Learn how to narrow the scope while meeting those CTQs and then rank and prioritize those projects into measurable metrics. Identify ways to quantify the success potential of any given project.

The hands-on learning tools will help the participant to identify and prioritize potential projects that will drive the end results and move any business forward. Come prepared to participate in an interactive learning session.

WORKSHOP LEADERS
Claire Chadwell-Bell, Director of Care Management, CENTURA HEALTH

Deborah Smith, VP Process Improvement, CENTURA HEALTH

LSS Deployment Options for Hospitals

New ways to drive performance improvement and performance breakthroughs in hospitals are a concern for many hospitals especially due to escalating costs of healthcare. As an example, Lean Six Sigma is in many ways a philosophy for a systematic approach to driving breakthrough change. How can an organization turn philosophy into reality? In this workshop we will consider:

1. Various approaches to LSS deployment including the US Army Medical Command
2. Why for particular hospitals certain approaches work better than others
3. Considerations for engaging an organization in LSS deployment
4. A case example of breakthrough change in an outpatient women’s service

[blue] WORKSHOP LEADERS [BLUE] Edward A. Popovich, Ph. D. and Rebecca Southern, MSN, RN are the leaders of this workshop. Both Ed and Becky have facilitated LSS deployment including at a community hospital and within the US Army Medical Command. Ed was involved with Six Sigma at Motorola in the 1980s which is where Six Sigma was created. He is a former hospital VP who has led deployment of LSS. Ed also is a coauthor of a book on Design for Six Sigma published by Prentice-Hall in 2006. Becky is a former Chief Nursing Officer and trained Black Belt. She is experienced in pediatric trauma nursing, Home Health, Women’s and Children’s Services and is well regarded clinical expert.

Expanding the PI Tool Belt: Process Simulation as a Critical Resource in Six Sigma Success
Process simulation has been used in many industries for many years, aiding in the analysis and solving of complex flow problems. Healthcare has recently discovered the power and efficacy of the strategic use of process simulation as it moves towards dramatic changes. As a “tool in the bag”, process simulation can add significantly to the body of evidence and information necessary to motivate staff and make change happen, and aid in supporting a structured, logical, and systematic improvement effort. In the program, participants will see the strategic uses of simulation in the solving of several complex problems. Many sample models will be shown, including some of the latest technology.
In this presentation, attendees will learn:
• What is process simulation, why would it be used, and what makes it helpful?
• How simulation should (and should not!) be applied to a complex problem, and how simulation fits with PI methodologies such as Six Sigma
• Analysis and results to be expected
• Resources and data required
WORKSHOP LEADER Pierce Story, Director of Concept Development, JUMBEE PATIENT FLOW ADVISORS

Engaging your organization: a marriage of passion and philosphy, staff and leadership

The decision has been made to begin a deployment in Six Sigma. The issue: getting everyone on the same page and engaged in the in the desire to get results. Change is everywhere and a successful Six Sigma deployment is directly related to an organizations ability to manage the change and skepticism associated with this undertaking. This interactive session will provide strategies and plans for creating excitement and manage change in this topsy turvy environment. Our workshop leader is one of the first Healthcare trained Master Black Belts and has over 7 years experience in dealing with such issues. She uses humor and examples to convey hope and the ability to be successful in your deployment.

WORKSHOP LEADER Susan McGann, Founder and CEO, PIVOTAL HEALTHCARE SOLUTIONS, LLC#

“Real” Change Management for “Real” Process Improvement Results

Improving business performance is an imperative in organizations today. Although process improvement tools and methods have matured, “people” issues continue to challenge the success of many initiatives.

The objectives of this workshop are to:
- share a definition of “real” change management
- provide an integrated, step-by-step method linked to six sigma
- offer hands-on experience with tools that assess change styles, promote accountability, develop change leadership competencies and develop process improvement desired “habits”
- demonstrate how to create and maintain linkages to strategy.

Participants will be able to transfer their workshop learning to current and future initiatives in their organizations.

WORKSHOP LEADERS
Mira Moss Ph.D., Partner and Co-Founder, THE ASHTREE GROUP
Chris Moss, Partner and Co-Founder, THE ASHTREE GROUP

Improving Revenue Cycle Performance through the Application of Six Sigma Rigor and Techniques

The seminar will provide a framework to improve provider revenue cycle performance through the implementation of Six Sigma techniques. You will learn how to:

a.. Use Six Sigma tools to diagnose revenue cycle performance
b.. Perform root cause analysis for the end-to-end (registration to cash application) revenue cycle process
c.. Translate process problems and bottlenecks into specific and measurable performance improvement plans
d.. Develop measurement tools and end-to-end performance dashboards to track day to day operations
e.. Develop and implement an effective quality management program to reduce defects, improve accuracy for all functions (such as registration, billing, and collections), increase cash and reduce write-offs
The workshop will combine presentation and case studies, followed by ample time for Q&A and group discussion.

WORKSHOP LEADER Mr. Ed Berenblum is the General Manager of Healthcare Revenue Cycle for Genpact, a global business process outsourcing company with over 32,000 employees worldwide. Since 1997, Genpact has used Six Sigma and Lean techniques across more that 2,500 global processes. Mr. Berenblum's more that 20 years of experience in healthcare management include Executive Director for a New York based provider of infusion therapy, outreach laboratory and nursing services, Director for Deloitte Consulting Healthcare practice, and since 2002, his current position leading US healthcare for Genpact. He holds a BS/MS Engineering degree from the University of Buenos Aires and a MBA degree from the University of Pennsylvania's Wharton School.

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.

WORKSHOP LEADER Todd Sperl, Director of Operational Excellence, ST JOHN HEALTH#

The Lean Six Sigma and Performance Improvement in Healthcare Summit will bring together senior-level quality and process improvement professionals from a broad range of organizations.

One of the key benefits of attending this Summit 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

WCBF’s Lean Six Sigma and Performance in Healthcare Summit 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

VENUE INFORMATION

Please note that Hotel and travel costs are not included in the Summit fee.

The Summit will be held at:

Bally's Las Vegas, NV

3645 Las Vegas Blvd South

Las Vegas

NV 89109

Reservations: 877-603-4390

About Bally's Las Vegas

Elegant style. Timeless glamour. With its unwavering service, comprehensive dining and signature style this jewel of the Strip, with its central location has attracted high-rollers from around the world. Join WCBF's Lean, Six Sigma and Process Improvement in Healthcare Summit at Bally's Las Vegas.

www.ballyslasvegas.com

WCBF has negotiated a special room rate for our delegates to stay at this hotel, for those attending the Summit of $189++ per room per night. Please quote the "WCBF Six Sigm Summit" or "SBSSS8" when making your reservation.

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)