Pam Jones
Six Sigma Master Black Belt Performance Excellence
COMMONWEALTH HEALTH CORPORATION

The Scott & White Healthcare System has grown from a single site to a nine hospital system nearly over night. On top of integrating these new, existing hospital and clinic operations, Scott & White decided that Lean/Toyota-style principles would be the driver fueling their strategic growth. Scott & White has witnessed increased access, reduced wait and lead times, increased customer satisfaction � all with increased productivity and reduced errors. Bob and Steve will use a timeline view to frame their presentation of lessons learned. This presentation offers many good implementation tips, and could even save your healthcare system from key pitfalls along your journey to lean.
Steve Hoeft
Lean Six Sigma Director
ALTARUM INSTITUTE
Author of Stories from my Sensei: Two Decades of Lessons Learned Implementing Toyota-Style Systems

Robert W. Pryor, M.D.,M.B.A., FAAP, FCCM, FCCP
Chief Operating Officer, and Chief Medical Officer
SCOTT AND WHITE HEALTHCARE SYSTEM

The Joint Commission Center for Transforming Healthcare has been collaborating with leading hospitals to solve some of the toughest issues in patient safety. The Center�s Robust Process Improvement TM methodology will be described and is a unique blend of Lean Six Sigma, Reliability, Change Management and other tools. Any health care organization may apply the Center�s solutions globally without any experience in RPI. The Center�s participating hospitals have been successful in improving hand hygiene and are also working on wrong site surgery and hand-off communications.
Rick Morrow
Director of Business Excellence, MBB
THE JOINT COMMISSION

The rapidly changing healthcare environment is forcing both hospital administrators and physicians alike to rethink their clinical and business interactions. Despite underlying cultural differences, their goals are more similar than divergent, and their interdependency never more critical. Forging allegiances and partnerships takes a mutual understanding of the frames from which each operate, and lays the groundwork for innovative synergies to improve clinical outcomes, compliance with quality parameters, revenue generation, and cost reduction strategies. Keys to successful alignment of behaviors on both sides include clarity in communication and goals, transparency and trust, and a willingness to share assets and skill sets.
Dr Robert Lancey
Chief of Cardiac Surgery, Co-Director Bassett Heart Care Institute
BASSETT HEALTHCARE

How do you get the executive triad of executives, trustees and clinical leaders involved in transformational performance? Improving organizational performance requires more than choosing a method such as Lean or Six Sigma. In hospitals, the leadership triad of executives, trustees, and clinical leaders must act with purpose to embrace system thinking which cultivates process excellence in which consideration is given to human factors aspects of performance. This presentation will help you to understand how top performing organizations produce a culture of expectations where executive leaders engage in system thinking and communicate with content leaders who have process responsibility. This session will enable attendees to:
� Understand how healthcare reform has produced a major transformation in the hospital business model.
� Recognize how healthcare leaders must embrace innovation in both work flow and patient flow in order to remain viable in the new environment.
� Discover the six main improvement principles used by high-performing organizations and how they are combined to deliver performance excellence.

Stephen R. Mayfield, DrHA, MBA, MBB
Senior Vice President
AMERICAN HOSPITAL ASSOCIATION

Choose from 4 parallel tracks of powerful case study presentations and topical breakdowns according to your interest

The Lean philosophy, which is derived from the Toyota Production System, has shown promising success in healthcare settings over the last few years. During this presentation, we will discuss what Lean is about, how it works, keys to success, tools and techniques, and healthcare examples of success.

Dean Bliss
Lean Improvement Specialist
IOWA HEALTH SYSTEM

PriMed Physicians is a physician owned, community based medical group that set out to lead the nation in the management of chronic disease. With a total patient panel of 175,000 patients, PriMed has over 35,000 patients diagnosed with hypertension. This presentation will describe the development, deployment and improvement of a Hypertension Process that has resulted in the best hypertension outcomes known in the US. The presentation will discuss the quality, clinical and cultural challenges faced by the group and its leadership and will include Design of Experiment statistical analyses.
Robert E Matthews
Executive Director
PRIMED PHYSICIANS

Ron Melcher
Executive Vice President
ARGO, INC.

Trying to analyze patient satisfaction scores using Six Sigma is not a good idea. I know because we tried and on return received minimal gains. Listening to voice of the customer, whether it be a physician, co-worker or someone in the community and targeting specific questions worked for us. DMAIC was used for specific areas. Lean, CAP and tools within the DMAIC process helped us to target specific areas that were more manageable. I would like to share with you how we moved our Press Ganey scores in the ED from 35to 89 in a relatively short period of time to assist in improving the customer's experience.
Darcy Prejeant
Emergency Department Director
THIBODAUX REGIONAL MEDICAL CENTER

The first year of implementation in a Lean Six Sigma journey is critical to establishing a culture of continuous process improvement throughout an organization. Akron Children�s Hospital was successful in this first year of implementation by deploying resources towards Kaizen events, Green Belt Projects, and the establishment of an A3 training program for front line staff. This presentation will provide some insight into how this was accomplished, along with some of the growing pains Akron Children�s Hospital has experienced.
Chris Weisbrod
Lean Six Sigma Project Leader
Center for Operations Excellence
AKRON CHILDREN'S HOSPITAL

Increasing patient safety, like boiling the ocean, must be completed one step at a time. Learn how Northwestern Memorial Hospital has incorporated and applied the principles of Define, Measure, Analyze, Improve, and Control (DMAIC) to realize significant improvements in patient care that would have been difficult to accomplish with out a step-wise methodology. Specific examples will include reducing hospital acquired pressure ulcers, implementing rapid response teams, reducing door-to-balloon time for AMI patients, reducing adverse drug events, and delivering evidence based care for CHF patients.
Kristopher Goetz
Manager, Performance and Innovation
NORTHWESTERN MEMORIAL HOSPITAL

Learn how one Patient Access Rapid Process Improvement team streamlined the process for accessing outpatient radiology procedures, minimizing non-value added activities and improving satisfaction for two of their customers: patients and physicians�� office staff. Piedmont Newnan Hospital will share how their team utilized LEAN principles to:
� Improve patient, physicians�� office staff and employee satisfaction
� Reduce the number of patients who are rescheduled or delayed due to incomplete paperwork
� Work together across departments to improve the patient experience for outpatient radiology procedures
Anna Ivory
VP Organizational Quality
PIEDMONT NEWNAN HOSPITAL

Opportunity Statement:
The Top Box Winter Park Nurse Communication Score for the Hospital Consumer Assessment of Healthcare Providers and Systems (HCAHPS) is 70% (50th percentile).

Goal: Improve Top Box Nurse Communication HCAHPS Score to 80% (90th percentile).

Scope: Historically, the majority of sentinel events are secondary to ineffective or absent communication. All patients will benefit from strategies which are deployed to improve communications. Currently 50% of all eligible patients are randomly selected to receive a survey in the mail. Metrics for HCAHPS will be limited to the eligible randomly selected patients who respond to the survey within the designated time frame.

Lois Yingling
Clinical Best Practice Implementation Coordinator
FLORIDA HOSPITAL

How can a Lean program touch everyone in an organization, improve patient satisfaction and deliver results toward strategic initiatives? Cancer Treatment Centers of America has designed the A3 Performance ImprovementSM program specifically for frontline staff. This initiative aims to empower employees with Lean tools to continuously improve their daily work and the patient experience.

This session is designed to teach participants how they can utilize the A3 program as part of their Lean, Quality, and Process Improvement initiatives to drive performance, measure results, and enhance patient satisfaction. The session will include hands-on case studies and each participant will leave with their own A3 and action plan for continuous improvement.

Jennifer Smith
Program Manager, Lean Six Sigma
CANCER CENTERS OF AMERICA

This presentation will focus on Denver Health Medical Center case studies to improve patient safety in the surgical services using Lean improvement methodologies through Rapid Improvement Events and Projects. Denver Health will share their experiences applying lean tools and problem solving techniques in the operating room to improve patient safety in administering prophylactic antibiotics, reducing surgical site infections, and reducing wrong site wrong patient errors.

Jessica Vastola
Lean Facilitator
DENVER HEALTH HOSPITAL

An opportunity for delegates to meet and network with peers, engaging in short discussions on a one-to-one basis.

With more and more information being sought and published about physician and hospital practice, it is essential that all caregivers are prepared to practice in the current healthcare environment, which includes education and mastery of quality and performance improvement terms and practices. For physicians, it is not part of the current residency or continuing medical education curricula to carefully study and gain comprehension about various quality indicators, what the individual physician�s responsibility to improving performance might be, and how the individual physician can become more involved in performance improvement efforts, even thought so many improvement efforts necessarily involve changing processes directly related to physician workflow. A simple education program, combined with support from hospital leadership, has led to a remarkable increase in the number of physicians that have had meaningful participation in quality projects and to a concurrent increase in the both the number of projects and the percent seeing significantly positive results. Examples of specific projects will be shared, along with techniques for translating the success of this program into other institutions.
Wendy Novicoff
Manager, Department of Orthopaedic Surgery
Assistant Professor, Department of Public Health Sciences
UNIVERSITY OF VIRGINIA MEDICAL CENTER

A3 reports: back to the basics
While A3s are still relatively new to Healthcare, they are an important tool in ones Lean toolbox. As with any new improvement philosophy or tool, there is much more than meets the eye when it comes to A3s. There are multiple types of A3s with different purposes but they all require the user to follow the tried and true Deming or PDCA cycle.

A3 reports are a fairly simple tool to use but are much more powerful when combined with a full fledged A3 reporting system. And while there are some basic standards surrounding A3 reports, they can be molded uniquely for every specific project that you do.

Jennifer Panco
Process Improvement Specialist
PROVIDENCE HEALTH AND SERVICES

For more than 100 years, McLeod Health has consistently delivered compassionate, leading-edge healthcare to the people of northeastern South Carolina. Through a physician led, evidence based, data driven improvement methodology called Clinical Effectiveness, McLeod has identified opportunities for improvement and implemented outcome related improvements in the care of over forty specific clinical conditions. This workshop will highlight the specific work related to the care of the stoke patient. Participants will:

- Develop an understanding of the methodology that supports the physician leadership and engagement in clinical improvement work.
- Outline McLeod�s specific solutions to care for this high volume, vulnerable patient populations.
- Discuss implementation ideas to utilize this successful improvement methodology within your own institution.
Donna Isgett, RN, MSN
Corporate Vice President
Quality and Safety
MCLEOD HEALTH FLORENCE SOUTH CAROLINA

Will McLeod, MHA
Process Manager
Operational Effectiveness
MCLEOD HEALTH FLORENCE SOUTH CAROLINA

Session succinctly outlines the four simple steps for ensuring synergy in error-free performance, customer service and employee excellence. Simple steps include basic and proven practices to gain leadership endorsement; design and deliver strategic and technical education to governance, management and staff; direct the development and evolution of teams to reinforce education as well as deliver key value-added processes to the patients and staff; and the establishment of Kaizen - the commitment of all staff to find improvements every day and guarantee the continued growth of a high performing organization.
Denise Myrick
Performance Improvement Manager
SHRINERS HOSPITAL FOR CHILDREN

Small group round table discussions on Lean Six Sigma topics.

Pam Jones
Six Sigma Master Black Belt Performance Excellence
COMMONWEALTH HEALTH CORPORATION

Is your company�s quality and continual improvement systems at a world-class level? What system do you have in place to accelerate cost reduction efforts? How do you sustain your improvement activities? Do you have a system in place to promote lifelong learning and the development of highly skilled workers? And the rapid transfer of skills and techniques from highly skilled workers to potential successors? This special keynote address will examine how every employee has unlimited capabilities to learn and grow - Gulfstream received 517 ideas in 2004 from 1000 employees and last year received 33,000. Imagine how your people would feel about themselves from participating in the overall success of their company!

Norman Bodek
President
PCS INC.

Panellists:
Wendy Novicoff
Manager, Department of Orthopaedic Surgery, Assistant Professor, Department of Public Health Science
UNIVERSITY OF VIRGINIA HEALTH SYSTEM

Adrift with thousands of plans, exclusions, limitations, waste, bureaucracy and escalating patient errors, the United States healthcare system lags behind thirteen nations that economically compete with the U.S. Nations, reporting lower infant mortality, increased life expectancy AND healthcare expenditures two to four times lower than the ever-increasing U.S. rate. Access to affordable health and PREVENTIVE CARE using a Federal Reserve-"like� system, would introduce a fresh approach, a new organization, independent and distanced from politics, engaging laser-like precision focusing on the health interests of all U.S. citizenry; Ensuring government autonomy, strict cost controls, resolving geographic disparities, advancing technology and reducing inefficiencies.
Dr. Robert C Sizemore, MPA, DHA
Professor of Healthcare Administration
STRAYER UNIVERSITY

Mr. King will plot the path for improvement of healthcare and the road to putting your hospital on the cutting edge of quality and innovation whether you are beginning, intermediate or advanced. Some key points of keynote presentation that will help your organization prosper in tough and changing times include:
� How to get doctors and hospital administration and staff aligned.
� How to get staff involved in strategic planning when the key plan is developed by an outside consultant.
� How to improve Lean Six Sigma with innovation tools.
� How to pick the improvement tools best suited for your problems and your improvement experience.
� How to help employees use effective time management to accomplish lean six sigma projects in addition to their regular job. These are just some of themes that will help you prosper in tough and changing times?
Bob King
Founder and CEO
GOAL/QPC

Choose from 4 parallel tracks of powerful case study presentations and topical breakdowns according to your interest

Sabi Singh will discuss the dynamics for establishing and structuring an operations improvement program at a large Academic Medical Center. He will discuss how lean and six sigma methodologies using kaizen events are helping improve the overall patient experience. He will also focus on the applications of lean and six sigma techniques to reduce costs and improve operational efficiency along with and patient and staff satisfaction. At UIHC, lean and six sigma techniques are also being used to reduce hospital acquired infections and improve compliance of core measures.
Sabi Singh
Vice President of Operations Excellence and Quality Safety
UNIVERSITY OF IOWA HOSPITALS AND CLINICS

After a years experience in our ED, we had made no progress in our goal of reducing Time in Department. After a thorough and honest re-evaluation of the process, we realized that the teams had come up with the correct solutions but the problem was deployment and Sustainment of change. After enrolling the Executive Staff and Physician Leadership we were able to bring about changes which resulted in a significant reduction of Time in Department and Left without Being Seen.
Dr. Dick Mitchell
LEAN Facilitator
PIEDMONT FAYETTE HOSPITAL

Hospital costs are increasing and payments are decreasing, leading to an ever increasing need to lower the costs of hospital operations. Yet, at the same time patients are asking for better service, nicer facilities, longer hours, higher quality, lower prices, and greater value. Additionally, healthcare reform is poised in the future to possibly deliver a devastating blow � all payments at Medicare levels or lower. Therefore, we must learn to continually find and seize bottom line improvement opportunities in healthcare. Using healthcare examples, this program will highlight:
� Identification of cost drivers.
� Identification of total service line benefit.
� Identification of the value delivered.
� Strategies for increasing value and lowering costs.
� A primer on quantifying cost savings and bottom line improvements with Lean Six Sigma.
Joseph Swartz, MSM
Director
Business Transformation
ST. FRANCIS HOSPITAL AND HEALTH CENTERS

This session will focus on how to get closer to real-time problem solving using the energy and wisdom of the front-line staff. Studies have shown over 90 percent of healthcare problems are handled using first-level problem solving--resulting in waste and more of a healthcare hairball of tangled processes and misaligned goals. What would a world of second-order problem solving look like and how could we redesign in real-time? This session will investigate the theory and the practical implementation of second order problem solving using concepts of lean and six sigma. Results of real-time solutions will be shared.
Diane Frndak,PhD, MBA, PA-C
Vice President of Organizational Excellence
WEST PENN ALLEGHENY HEALTH SYSTEM (WPAHS)

Using Lean and Process Improvement Techniques to change fast in any environment.
- Greatest challenges to successful deployment
- Rapid transformation
- Kaizen examples
- Top 10 reasons projects fail

Larry Dyer
Director of Process Improvement
Master Black Belt
WC Strategy and Process
COVENTRY HEALTHCARE

This presentation will share experiences of utilizing Lean Six Sigma tools in the operating room including:
� Kaizen - focus on incremental improvements
� Kanban - focus on optimization of resources
� 5S - focus on workplace organization
� Poka-Yoke - focus on mistake proofing
� Standardized work
Lean tools, in conjunction with other process improvement tools, provide the most comprehensive set of resources available for improvement initiatives. Together they will equip you with what you need to provide the best patient care, at the highest quality and with the greatest satisfaction to your patients.
Marilyn Sherrill, RN, CNOR, CPHQ
Implementation Manager
VHA, INC.

This session discusses how a healthcare management can utilize Continuous Improvement and Lean Six Sigma to reduce waste, standardize process and reduce implementation time of contracts in the supply chain. The supply chain represents the second largest portion of a hospital's operating
budget. Many times, healthcare providers overlook the supply chain as a key to
improving processes and reducing operating costs. This is an area that can be quite
complex; however, when streamlined and managed can generate great improvements
operationally and financially. Attendees will be provided with a general overview of Continuous Improvement, Lean Six Sigma and how your hospital or healthcare system can utilize the processes to improve operations in the supply chain and deliver cost savings.
Ron Geguzys
Senior Vice President, Operations
BROADLANE

Jack Merritt
Managing Master Black Belt
QUEST DIAGNOSTICS

A case study of how one North Carolina hospital has successfully integrated and deployed Lean Six Sigma within its journey to Baldrige performance excellence.
Beginning with the Malcolm Baldrige National Quality Criteria, High Point Regional Health System identified a major gap in its ability to achieve exceptional performance. The realization led to the implementation of Lean Six Sigma (LSS) tools throughout the organization. As the organization matured in its use of Baldrige and LSS, some innovative approaches to the use and deployment of LSS emerged. And, with continued cycles of refinement, these approaches are ever improving.
Michael Pickels
Director of System Excellence
HIGH POINT REGIONAL HEALTH SYSTEM

Improving the patient throughput in the ED is a focus for Rapides Regional Medical Center (RRMC). RRMC is a 314 licensed bed facility located in central Louisiana. With a full waiting room, high LPMSE and very low patient satisfaction, RRMC performed a Lean Kaizen event to focus on improving patient arrival to bed and arrival to physician times. Eight hospital resources were used over a two day period to design the future state; implemented May 2009. Results: Decreased wait times, Reduced LPMSE, Reduced ALOS and Increased volume.
Tina Dauzat
Emergency Department Education Co-ordinator
RAPIDES REGIONAL MEDICAL CENTER

The Hospital Process Performance Program (HP3) is a collaborative effort between UnitedHealthcare (UHC), hospitals and health systems to improve claim payment accuracy. In December 2005, UnitedHealthcare kicked off its first Six Sigma project with Barnes Jewish Hospital in St. Louis with the goal of improving the claims payment process and reducing the claim error rate from their initial level of 33 to <5. The results exceeded expectations, with data demonstrating sustained, above target claim payment performance as a direct outcome of the project. This program leverages a repeatable Six Sigma based model that has been implemented by UnitedHealthcare with over 100 hospitals and physician groups throughout the nation. It is a unique example of how payer and providers collaborate to achieve mutual benefits and the providers participating in these projects are encouraged to implement the model with other payers. These efforts demonstrate a mutual commitment to drive down the cost of the healthcare dollar through the reduction of administrative waste caused by claims defects and rework. This comes at a time where administrative simplification is a must between health care providers and payers as the country looks to reform the health care delivery system.
Deborah Smith-Fedon
Director, Provider Service Quality
UNITEDHEALTHCARE

A key to fostering a true learning organization that continuously improves lies in the ability to grow leaders from within. Developing leaders who are capable of teaching others to have eyes for waste is critical to the success of Rochester General's Lean-Sigma initiative. This session will discuss the approach RGHS has taken to develop internal leadership capability. We will outline key results to date, challenges, and future opportunities for community and academic collaboration.

Sarah Bonzo
Lean Sigma Specialist
ROCHESTER GENERAL HEALTH SYSTEM