Welcome to 11th Annual Lean Six Sigma and Process Excellence in Healthcare Summit. The key theme of this summit is Healthcare Transformation to Achieve and Sustain Excellence - Culture, Leadership and the Impact of Government Initiated Reform
WCBFs predominant mission from 2012 is to save as many patient lives as possible through spreading best practice and leading edge ideas on process excellence methodologies to the healthcare industry via the content generated from our research team and our conferences and summits.
Improving patient safety is now WCBFs primary purpose.
We have formed the Lean, Six Sigma & Process Excellence in Healthcare LinkedIn Group for process excellence in healthcare executives to exchange ideas and content and to contribute to this mission. This is now the largest Lean Six Sigma & Process Excellence in healthcare group on LinkedIn with over 2200 members.
Click here to join
To view the attendee profile of previous summit in 2011, please click here
WCBF have decided for a limited time to share all the 40+ presentations from last years summit. Click here to view the presentations. (Click Conference Program, when you reach the site)
This event is the largest senior-level conference to focus on Lean Six Sigma in Healthcare implementation. 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 Lean Six Sigma in Healthcare conference, then this is the one to select. WCBF currently averages the largest number of senior-level attendees at its Lean Six Sigma Conferences.
As recognition for registering early, we offer substantial early bird discounts, to view pricing please click here
This event will take place at the New Orleans Marriott, New Orleans LA on May 15-18, 2012. The healthcare sector is a key area where Lean Six Sigma processes are making a tremendous impact. Healthcare organizations are focused improving processes that generate bottom line contributions, such as revenue enhancement and reduced waste through the adoption of these and other quality improvement processes. WCBFs 11th annual Lean Six Sigma and Process Excellence in Healthcare Summit has an unparalleled array of top KEYNOTE speakers, visionaries and industry practitioners who will share their experiences and enable Summit attendees achieve organizational excellence, meet the demands of government initiated healthcare reforms and improve the quality of care for the 21st century patient or healthcare customer.
This is what attendees from our past Lean Six Sigma in Healthcare have said:
"WCBF's Six Sigma in Healthcare Conference is the biggest and the best conference for healthcare professionals interested in deploying Six Sigma.Presentations are 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
Last year's Six Sigma in Healthcare conference was invaluable to me. Not only did it provide the opportunity to learn more about the application of the methodology in healthcare, but it also provided an opportunity to network with practitioners and gather exceptional advice on deployment strategies, tools, lessons learned, etc."
Bill Jones, Director of Process Improvement, Blue Cross Blue Shield of Florida
"Vijay Bajaj and his staff at WCBF consistently produce premier, high-value conferences related to Six Sigma, Lean, Design for Six Sigma and Innovation. WCBF's attention-to-detail, adherence to sound ethical standards, high degree of collaboration and responsiveness, commitment to post-conference follow-up and focus on maintaining long-term, excellent business relationships sets it apart from other conference organizers. Their ongoing commitment to objectively gauging the needs of their diverse, world-wide customer base and quickly responding to changing market trends enhances WCBF's ability to attract the most talent speakers in their respective fields. For these reasons, Air Academy strongly supports and thanks WCBF for their contributions."
Lee Pollock, Senior VP, Director of Lean Sigma Programs, Air Academy Associates
"It was a treat to get the opportunity to hear both Jim Collins and Mikel Harry...they were fantastic keynote choices. For those of us in the Six Sigma world, Dr. Harry is a true icon."
Jason Lebsack, Manager, Six Sigma, Six Sigma Department, CQI and Organizational Learning Division, The Nebraska Medical Center
"The range of expertise and experience was a huge benefit."
Terri Brumfield, Lean Six Sigma Black Belt, Missouri Baptist Medical Centre
"Conference was very informative and a broad spectrum of people and speakers."
Willie Diefenbach-Jones, Director of Lean Six Sigma, US Oncology
"This summit was excellent! The opportunity to listen to and talk to the experts was invaluable. I will return to my organization
with new knowledge and strengthened skills."
Kay Culberson-WHkie, Patient Safety Specialist, Mission Hospitals
"Extraordinary in thinking, a must for leadership"
Shawn Rhodes, Senior Performance Engineer, Premier INC.
"Incredibly informative. Practically significant. Subject matter allows one to weigh organization's progress against peers.
Wonderful networking opportunity."
Linda Dodge, Six Sigma Black Belt/Lean Facilitator, St Ritas Medical Centre
"Good conference to learn about all aspects of Six Sigma processes, especially for middle managent or senior management new
to the process."
Margaret Bachle, Vice President, Credit Valley Hospital
"Informative and usable in my practice. Enjoyed learning about Six Sigma and concepts."
Billie Axley, Director, Quality Initiatives, Fresenius Medical Care
"This was a timely and beneficial conference because the material was pertinent to all levels of Lean Six Sigma practitioners and gave me the opportunity to discuss ideas and issues with other organizations."
Camille Karpen, Value Analysis Coordinator, Altru Health System
"Overall - excellent content. Very good examples of LSS in healthcare."
Charles Mount, Director of Healthcare, Novaces, LLC
"It was a really good opportunity to share ideas and successes. I picked up many excellent ideas to improve my programs."
Gwenda Dobbs, Associate Admin, Women's Services and Quality Improvement, WHITER RIVER MEDICAL CENTER
"Thank you for such a great Conference. Over the years, I have attended 25+ Six Sigma Conferences and I have never participated in one better. We appreciate you and your team's hard work!"
Dr Neal Mackertich, Founder, Raytheon Six Sigma Institute, RAYTHEON
"As a new deployment leader, I attended three Six Sigma conferences last year, and yours was by far the best! I found the sessions to be varied and informative, and they were supplemented by opportunities to mingle with other participants and industry specialists. I look forward to making the WCBF conference an annual event!"
Linda Bowyer, VP Service Quality, TD Canada Trust
Other testimonials can be viewed on our website http://www.wcbf.com/aualitv/testimonials.php
Summit Highlights:
50 speakers, 11 dedicated tracks and Interactive Sessions
Roundtable and Plenary Panel Discussions
CEO level speakers; and very senior healthcare excellence professionals speaking
Numerous networking and information-sharing opportunities
9 Pre Summit Interactive Workshops and final day KEYNOTES
Completely revamped program and lots of new ideas in the agenda!
WCBFs 11th Annual Lean Six Sigma and Process Excellence in Healthcare Summit is the largest gathering of its kind for leading experts and senior executives across healthcare. The common driving force is a passion for Lean, Six Sigma and Process Improvement tools that drive innovation and performance excellence, ultimately improving the quality of patient care, minimizing errors and maximizing revenue.
Find out how to:
ALIGN Lean Six Sigma deployment with organizational objectives
STREAMLINE your performance improvement toolkit to maximize effectiveness
BE INNOVATIVE with project selection and execution
SUSTAIN improvement and achieve continued success
Wherever you are on your Lean, Six Sigma and Process Improvement journey, this Summit is for you. Whether you are a potential user, new user or sophisticated user, you will find interactive workshops and presentations that suit your areas of interest and level of expertise.
Whats new?
NEW and IMPROVED Parallel Tracks and Break-Out Sessions
More Posterboard presentations
CEO and VP of Six Sigma Benchmarking Forums
Exceptional Exposure and Networking:
Private breakfast and one-to-one meetings, Keynote VIP lunches
Book signings, project directory giveaways, CD and software takeaways
Social activities including the Gala Drinks Reception
SUBMIT POSTER PRESENTATIONS:
Gain recognition for your process improvement intitiatives!
WCBF invites you to submit poster presentations to be displayed at the WCBF invites you to submit poster presentations to be displayed at the 11th annual Lean Six Sigma and Process Improvement in Healthcare Summit and on our website after the event. The authors of all the accepted storyboard presentations are offered a 30% discount to attend the entire Summit and a prize will be presented to the winning poster presentation at the event. To be considered, please email an abstract of your presentation proposal of up to 250 words to reg@wcbf.com and all applicants will be informed if their posterboard has been accepted within 2 weeks of submission. Deadlines for submissions are Friday March 30, 2012. Please note, there are limited spaces, and last year the slots went 7 weeks before the deadline date.
Steve Osborn, VP, Quality Compliance and Improvement, SAINT VINCENT HEALTH CENTER
Marie Segars, Senior Vice President and Administrator, MCLEOD HEALTH
Erik Steele, Chief Medical Officer, VP, EASTERN MAINE HEALTHCARE SYSTEMS
Christine C Brown, Lean Six Sigma Master Black Belt, ABBOTT DIAGNOSTICS
Helen Macfie, Pharm.D., FABC, Senior Vice President for Performance Improvement and Strategy, Certified Lean Leader, MEMORIALCARE HEALTH SYSTEM, CALIFORNIA
Joe Guarisco MD FACEP, Chairman Department of Emergency Medicine, Chief Emergency Services, OCHSNER HEALTH SYSTEMS
Anne Musitano, Director of Lean Six Sigma Deployment, AKRON CHILDREN'S HOSPITAL
Linda Bacelis-Bush, Consulting Manager, GE HEALTHCARE
Ed Popovich, Technical Process Expert, OCHSNER HEALTH SYSTEMS
Jennifer Panco, Process Improvement Specialist, PROVIDENCE HEALTH AND SERVICES
Irene D Castelino, RN, CNOR, MBA, QI Coordinator, Surgical Services, UNIVERSITY OF VIRGINIA MEDICAL CENTER
Valentine Boving, Senior Quality Engineer, Office of Performance Improvement, U.T. MD ANDERSON CANCER CENTER
Lisa Fuller, Director of Six Sigma, OSF SAINT FRANCIS MEDICAL CENTER
Amy Kostifas, Lean Six Sigma Black Belt, SHARP HEALTHCARE
Mary Spano, Project Manager/Black Belt Operational Effectiveness, HUMILITY OF MARY HEALTH PARTNERS
Kyleen Gray, QAPI Manager, VENTURE BEHAVIOURAL HEALTH
Lee Campbell, Continuous Process Improvement Director, US ARMY MILITARY DISTRICT OF WASHINGTON
Forrest W. Breyfogle III, CEO and President, SMARTER SOLUTIONS
Rebekah L Gregory, MBA, Transformational Care PMO System Leader, CATHOLIC HEALTHCARE WEST
Chairperson: Steve Osborn, VP Quality Compliance and Improvement, Saint Vincent Health Center
8:30FEATURED KEYNOTE: On the Mend: Transforming Patient Care from the Inside Out
In an industry that is undergoing intense scrutiny, ThedaCare, in Appleton, WI, has been advancing patient care by adapting lean manufacturing principles to the healthcare delivery process. With that work came a realization that we cannot brand ourselves effectively and credibly in our community if we do not first demonstrate the ability to consistently deliver on our brand promise. So, much of our lean work has been with the Human Development Value Stream as a core activity to ensure a primary focus on the people of the organization. This value stream has defined an overall approach to competency assessment and management, defined a specific employer/employee compact to guide the relationship between us, and to ensure continuation of our long-term no-lay-off philosophy, created a robust approach to staff redeployment for those whose positions in the organization have been obsolesced, implemented an A3 based framework for personal development plans for all managers in the organization (140), using the PDSA cycle to manage individual development, and established a rigorous approach to on- boarding and developing leaders in the organization. Specific training of managers and staff have included:
A robust learning to see workshop (one day) for all ThedaCare staff (4000 people), so that there is a foundational understanding of lean, and why it is important to their work.
An in-depth lean internship, to ensure the knowledge and skill practice of all lean tools and methodologies for those actively engaged in lean improvements.
An in-depth working on the business management development internship offering (12 one-day sessions spread over 15 weeks) to ensure active management support and engagement in the lean work of the organization.
This work is now demonstrating significant and measurably positive results in overall engagement of employees affected, and is improving both the clinical and financial outcomes of the business units involved.
SPECIFIC LEARNING OBJECTIVES:
Upon completion of this keynote, participants will
Be able to articulate the reason for and value of a concerted approach on the human factors in a lean enterprise activity.
Be able to define their own approach to focus on employee engagement and development as lean changes their organization.
Understand why it is critical for an organization to establish an internal brand, before going to the community with brand messaging.
Speaker: Roger Gerard, Chief Learning Officer, Thedacare
9:15Healthcare Reform Presentation
Overview of status and implementation of Health Care Reform
Value based purchasing: progress so far
Accountable care organizations Speaker: Margaret Van Amringe, Vice President for Public Policy and Government Relations, Joint Commission
10:00Morning Refreshments and storyboard viewing time
10:30Reducing Waste - System-Wide Lean Journey at MemorialCare
MemorialCare's Management System for the 21st Century (MC*21) is in its 5th year of system-wide deployment. With a booked commitment in our 10-year plan to reduce expenses by $195 million using Lean, we are transforming the way we approach both breakthrough and continuous improvement. Keys to successful deployment and lessons learned will be shared, including:
. Strategic linkage, with shared oversight across a system
. Growth from proof of concept to Value Stream and ԤswimlaneԬ planning
. Design and deployment of methods, mindset and management system
. Approaches to resourcing, ROI and budgetary alignment
. Developing internal capability and tiered accountability to reduce dependence on external consultants Speaker: Helen Macfie, Pharm.D., FABC, Senior Vice President for Performance Improvement and Strategy, Certified Lean Leader, MemorialCare Health System, California
11:15Developing a culture of continuous improvement across an organization
Delivering continuous improvement in a repeatable, reliable way is key to the success of any organization. A two-part approach is needed to create an effective CI model. First, a culture must be established that supports setting goals, identifying gaps, and driving improvement. Second, a framework must exist to support improvement efforts. Proven approaches include Lean, Six Sigma, but may also include Project Management, PDSA, or others. Regardless of approach, an effective framework must exist within the organization to support project teams at the front lines of improving processes and delivering results. Speaker: Guido Bergomi, Director, Quality & Patient Safety, Cleveland Clinic
12:00Lean Six Sigma 2.0 - The Stakes Just Got Higher
Flexibility and innovation are more important than ever to healthcare systems, as they transform themselves, slashing costs, redefining value, creating new products and services, and forging new alliances and relationships. For Lean Six Sigma, staying current means adapting, adopting, and reshaping itself to move beyond its traditional focus on efficiency and quality. Join John Cramer as he describes how one healthcare system‘¦s Six Sigma program went from near extinction to reemergence as a key business partner in going beyond cutting waste to creating value, driving innovation and growth, and a continuous improvement culture committed to delivering exceptional customer experience. Speaker: John Cramer, Director of Organization Effectiveness/Lean Six Sigma, Memorial Hermann Healthcare System
12:45Full Service Plated Lunch
12:45TRACK D - HEALTHCARE REFORM: Value based purchasing case study
Strategies for achieving the highest scores
Eliminating errors to achieve a zero-error rate
#Speaker: tbc
13:45TRACK A - LEADERSHIP: Cultural change and leadership engagement
Getting people from results thinking to process and people strategy
Achieving committed leadership: getting everybody in the same place
Getting the C-suite engaged and then cascading throughout the organization Speaker: Lisa Fuller, Director of Six Sigma, OSF Saint Francis Medical Center
13:45TRACK B- CLINICAL CASE STUDIES: Fostering customer focus in central pathology
Learn how a multi-disciplinary team was able to engage pathologists and partner with its hospital customers to achieve significant reductions in both patient identification errors and turnaround time. Sharp HealthCare in San Diego, CA operates a central lab for the processing of all pathology specimens for its multiple hospitals and dozens of outpatient sites. Two issues of concern had been raised by customers of the lab: 1) an increasing number of patient identification errors, and 2) turnaround times that exceeded the 48-hour CAP standard. Hear how the team took ownership and resolved the issues. Speaker: Amy Kostifas, Lean Six Sigma Black Belt, Sharp Healthcare
13:45TRACK C - IMPROVING HOSPITAL FLOW: Reducing laboratory turnaround times: case study for culture change
After completing this activity, the learner will be able to
Design a lean workcell
Apply Lean tools and techniques to a process in order to maximize flow and minimize lead time which will result in reduced cycle time and reduced number of defects
Understand impact of change and apply techniques to manage that change
Review key learnings from actual case study Speaker: Christine C Brown, Lean Six Sigma Master Black Belt, Abbott Diagnostics
14:35TRACK A - LEADERSHIP: Engaging the Organization
Organization level learning
Getting true buy in from leadership
The lean manager: a different way of managing Speaker: Marie Segars, Senior Vice President and Administrator, McLeod Health
14:35TRACK B - CLINICAL CASE STUDIES: Improving Satisfaction and Flow in the Catheterization Lab
Scheduling
Process/Guidelines
Standard Work & Communication
Leadership & Frontline Management Alignment
Physician Governance
Collaboration between departments
Real time measures
Change Management
Team Grown Solutions
Accountability
Transparency
Consistency Speaker: Ashley Simmons, PI Consultant, FLORIDA HOSPITAL
14:35TRACK C - IMPROVING HOSPITAL FLOW: Improving the inpatient discharge process to avoid readmissions
Using Lean Six Sigma to schedule follow up appointments for patients
Improving cycle times through better communication among the discharge team
Increasing discharge completeness through enhancement of the electronic medical record system Mary Spano, Project Manager/Black Belt Operational Effectiveness, Humility of Mary Health Partners
14:35TRACK D - HEALTHCARE REFORM: Developing effective standards for improvement
Developing basic standards as foundations for improvement
Holding people accountable to standards
Ensuring there is no variation to how things are done Speaker: Kathy Moorman, Director, Pharmaceutical Services, University Community Hospital
15:20 Afternoon Refreshment Break and Storyboard Viewing Time
15:50TRACK E - OPTIMIZING THE SERVICE INTERACTION PROCESS: Payor case study: integrating systems with partner organizations
Bridging the gap between payors and providers
Partnering for better efficiency and service delivery
Increasing communication and standard work between organizations
Challenges in integrating systems with a wide range of drivers, goals, and missions Speaker: Kyleen Gray, QAPI Manager, Venture Behavioural Health
15:50TRACK F - OPERATIONAL CASE STUDIES: A Care Transformation Journey: Implementing a Quality Operating System
Based on a firm foundation of Lean Six Sigma, in 2009, Mercy St. Vincent Medical Center in Toledo, OH embarked on a care transformation journey that resulted in the development of a performance and quality operating system (QOS) that was implemented throughout the hospital. Significant results over the past three years in length of stay, quality improvements, harm reduction, and employee engagement have been achieved. The QOS is now being rolled out across all CHP hospitals in the system.
Topics covered will include: the Case for Change; Vision for the Future; QOS Components, QOS Principles; and Results. Speaker: Dawn Burgard, Master Black Belt, Mercy Health Partners
15:50TRACK E - MEASURING AND QUANTIFYING ROI: Developing effective measurement systems
Creating a measurement system that addresses the needs of an organization
Relating projects to corporate metrics Speaker: Atil Koyuncu, Director, Quality Innovation and Improvement, New York Presbyterian
15:50TRACK H: LEAN SIX SIGMA APPLICATIONS: New hospital building case study
Lean operations planning: eliminating and reducing waste in the process system
Improving future operations through spreadsheet analysis and Lean Six Sigma simulation Speakers: Lisa Demko, Master Black Belt, Virtua Health Tejas Gandhi, Director of Management Engineering and Lean Leader, Virtua Health
16:40TRACK E: OPTIMIZING THE SERVICE INTERATCTION PROCESS: Better Healthcare through better IT
The importance of process improvement in IT
Building the structure to improve internal processes and share knowledge
Quality improvement case study Speaker: Muhanad Hirzallah, Ph.D., Director, Performance Excellence, Department of Information Technology, Mayo Clinic
16:40TRACK F - OPERATIONAL CASE STUDIES: Using Lean Six Sigma and Process Simulation to Optimize Resources, Increase Profit Margin and Generate Revenue Streams
Beyond Lean Six Sigma, tools such as process simulation can be utilized to further catapult your performance improvement journey. Process Simulation can enable hospitals and clinics to evaluate various What If scenarios prior to constructing additional wings, hiring additional resources, and making other costly business decisions. Using process simulation will enable you to make better strategic planning decisions and differentiate your organization. Simulation incorporates the following Lean Six Sigma tools:
1. Process flow
2. Kanbans
3. FMEA
4. Monte Carlo analysis
5. C&E diagram
6. FTE variation
7. Value added vs. Non Value added activities
Speakes: Tandra Davison, Director of Quality Services, Franciscan Missionaries of Our Lady Health System Stephen Griffin, CEO, 6SigmaTek
16:40TRACK G - MEASURING AND QUANTIFYING ROI:Evaluating organizational investment into individual projects and the whole program
Saint Vincent Health Center is in its 7th year of Lean Six Sigma deployment. Program costs and project ROI have been tracked consistently over that period, and 3 to 5 times annual returns have been consistently achieved, while providing dramatic improvement in customer value. The program includes review by the accounting department.
Tracking your projects and their ROI
What are the actual financial returns of Lean Six Sigma?
Validating your financial results Speaker: Steve Osborn, VP, Quality Compliance and Improvement, Saint Vincent Health Center
16:40TRACK H: LEAN SIX SIGMA APPLICATIONS: Learning from other industries outside of healthcare
Speaker: Lee Campbell, Continuous Process Improvement Director, US Army Military District of Washington
17:30Cocktail Reception
Thursday, May 17th, 2012 - Conference Day #2
8:10Opening remarks by the Chair
8:15HEADLINE KEYNOTE PRESENTATION: Seeking Zero Defects: Applying the Toyota Production System to Medicine
Dr Kaplan will describe how Virginia Mason Medical Center has been applying the principles of the Toyota Production System (TPS) for the past 10 years. In 2002 Virginia Mason leaders created their management system now called the Virginia Mason Production System (VMPS). He will share examples of the methods and tools applied in hospital and clinic settings, the results to date, and the challenges we still face. The VMPS is not just a set of tools but a way of managing to achieve zero defects, lower cost and higher satisfaction for our patients
Participants will be able to:
1. Describe the components of the Virginia Mason Production System, TPS applied to health care
2. Describe key leadership behaviour and structures needed to adopt this management method
3. Assess their organizations readiness to transform to a seeking perfection culture Speaker: Dr. Gary Kaplan, Chairman and CEO, Virginia Mason Health System
9:15Innovation in the Healthcare Industry: You cant live without it, but can you survive it?
the many faces of innovation in healthcare
o the benefits of innovation in healthcare
o the disruptive nature of innovation in healthcare
keys to innovation
o inspiration
o integration
o implementation
innovation leadership
o fostering the culture
o staying out of the way
o team development
barriers to innovation (and how to overcome them)
o cultural
o financial
Speaker: Dr. Robert Lancey, Medical Director and Chief of Cardiac Surgery, Bassett Healthcare
10:00 Morning refreshments and storyboard viewing time
10:30Zero errors Setting and Achieving the New Standard in Patient Safety and Quality through Performance Hardwiring
Building expectations: designing a system that targets zero errors
Using EMR as a tool for eliminating errors
Ingraining it into the corporate culture
Case studies in getting to zero errors in hospital quality and safety Speaker: Erik Steele, Chief Medical Officer, VP, Eastern Maine Healthcare Systems
11:15How to get the impact with fewer dollars spent
Adopting a partial or modified approach to Lean Six Sigma without the cost of widespread application
Integrating Lean Six Sigma with other existing quality initiatives
Making the most of the manpower and funding available Speaker: Karen Wolk Feinsten, PhD, President and CEO, Jewish Healthcare Foundation. CEO, Pittsburgh Regional Healthcare Initiative
12:00Panel debate: Does Lean Six Sigma slow down innovation or is it a tool to accelerate innovation?
12:45 Full Service Plated Lunch
13:45TRACK I: DEVELOPING A PATIENT-CENTRED APPROACH:Patient centred approach case study
Putting the patient at the centre: using a Patient Aligned Care Team that delivers efficient, comprehensive and continuous care through active communication and coordination of healthcare services
Changing the culture to create a patient focussed approach
Improving access to care Speaker: Susan Yu, Chief of Systems Redesign, Veterans Administrative Medical Center
13:45TRACK J - PROJECT MANAGEMENT AND TRACKING: Accelerating Lean through Effective Problem Solving
Design and implement a systematic approach to problem solving based on lean principles
Drive discipline in solving problems in your organization
Increase effectiveness of problem solving
Develop a culture to support a problem solving system that increases the rate of continuous improvement
Achieve better business results through effective problem solving Speakers: Maria Galaviz, Manager, Lean Six Sigma Department, Sandia National Laboratories Tamara Rodriguez, Manager of Active Ceramics Production and Development, Sandia National Laboratories
13:45TRACK K - PATIENT SAFETY: Preventing Central Line Associated Bloodstream Infection (CLABSI) and Ventilator Associated Pneumonia (VAP)
Using data to identify root causes for why CLABSIs and VAPs are occurring
Implementing interventions to address root causes
Developing a culture of safety at the unit level to prevent infections
Gaining acceptance through physician education, participation, understanding, and support
Developing a plan to monitor interventions and ensure improvements are realized and maintained Speaker: Kristi Hanson, Process Improvement Leader, Northwestern Memorial Hospital
14:35TRACK I: DEVELOPING A PATIENT-CENTRED APPROACH:Attracting customers and building patient satisfaction
Deploying Lean Six Sigma to improve patient satisfaction by addressing areas of concern
Identifying key areas to differentiate from competitors
Using patient feedback to make improvements Speakers: Andrew Fordyce, Consultant Oral and Facial Surgeon, South Devon Healthcare NHS Foundation Trust Dr. Michael Swart, Consultant Anaesthetist and Intensivist, South Devon Healthcare NHS Foundation Trust
14:35TRACK J - PROJECT MANAGEMENT AND TRACKING: Managing projects in a large healthcare system
Dealing with multiple facilities and locations and different leadership silos
What does lean system-wide mean?
Ensuring accountability and tracking performance
Achieving visibility and control thorough the entire process Speaker: Ekta Punwani, Director, Operations Improvement, Advocate Health Care
14:35TRACK K - PATIENT SAFETY: Safety strategies through Lean Six Sigma
Case studies of clinician driven Lean Six Sigma projects
Working towards a zero error rate
Demonstrating and quantifying improvements in patient safety Speaker: Bob Hody, Assistant Director, Lean Sigma Deployment. Armstrong Institute for Patient Safety and Quality, Johns Hopkins Medicine
15:20 Afternoon refreshment break and storyboard viewing time
15:50TRACK I - DEVELOPING A PATIENT-CENTRED APPROACH:Using technology to improve patient satisfaction scores
Using an electronic callback system
Getting patient feedback and opportunity to intervene before the patient satisfaction survey
Results achieved and tools used Speaker: Karen Miller, Lean Six Sigma Director and Master Black Belt, Charleston Area Medical Center
15:50TRACK J - PROJECT MANAGEMENT AND TRACKING: Integrating Predictive Scorecards within an Enhanced Business Management System for Healthcare
Healthcare and other organizations often report performance metrics through a table of numbers, pie charts, stacked bar charts, red-yellow-green scorecards with variance to goals, and/or time series charts. Organizations that use this form of historical data reporting for running a facility is not unlike driving a car by only looking at the rear view mirror an unhealthy practice.
Described is a unique predictive organizational performance measurement and improvement system that can be used to orchestrate efforts for addressing todays healthcare challenges. This system provides an integrated methodology where organizations can look out its windshield and, if they dont like what they see, can make adjustments through targeted improvement efforts that positively impact the business as a whole. Speaker: Forrest W. Breyfogle III, CEO and President, Smarter Solutions
15:50TRACK K - PATIENT SAFETY: Confronting the Challenge of Medication Error Reduction
No clinician wants to accept the occurrence of medical errors as inevitable. A team of nurses and pharmacists aimed to reduce medication administration errors in their Pediatrics unit by using Lean and Six Sigma to:
Examine the process flow to understand where errors could occur
Identify potential causes of errors via Ishakawa diagrams
Analyze survey results of staff and patients pre- and post-intervention
Introduce visual cues for improved communication among all staff Speaker: Valentine Boving, Senior Quality Engineer, Office of Performance Improvement, U.T. MD Anderson Cancer Center
08:30-11:15 (includes breakfast) : 15th May 2012: Workshop A
Value Stream Mapping for Beginners
Introduction to Value Stream Mapping
How Value Stream mapping can be effective in during the selection and prioritization of Lean Six Sigma projects
How Value Streams identify potential ideas for future state
Value Stream case study team exercise
Speakers: Lisa Demko, Master Black Belt, Virtua Health Tejas Gandhi, Director of Management Engineering and Lean Leader, Virtua Health
08:30-11:15 (includes breakfast) : 15th May 2012: Workshop B
Accelerating Lean through Effective Problem Solving
Professionals in every industry spend a significant amount of time solving problems; they are even trained in specific tools and techniques. However many companies, even through their lean transformations, take this capability and its impact for granted, and fail to take a critical look at how they solve problems. This is a hands-on session on how to create and manage a problem solving system. Speakers: Maria Galaviz, Manager, Lean Six Sigma Department, Sandia National Laboratories Tamara Rodriguez, Manager of Active Ceramics Production and Development, Sandia National Laboratories
08:30-11:15 (includes breakfast) : 15th May 2012: Workshop C
Leading a Lean Cultural Transformation
Biggest Cultural Challenges with Lean Implementation of Projects and Systems
Ways to Engage & Keep Engaged in Process Improvement: Projects, Celebrations, Systems & Leadership Development
Brainstorming and activity on what can be done to further engage all levels of your organizations Speaker: Anne Musitano, Director of Lean Six Sigma Deployment, Blue Belt Program Manager 2010-2011, Mark A. Watson Center for Operations Excellence, Akron Childrens Hospital
11:30 - 14.15 (includes lunch) : 15th May 2012: Workshop D
Accelerate Change! Tips and tools for successful change
Learning Objectives:
At the end of the session the participations will be able to:
1. describe the importance of a change management strategy to the success of an improvement project
2. identify the components of a comprehensive change management strategy
3. list 2-3 tools that they will use as part of a change management strategy for a current or future project Speakers: Dorothy Goulart, Director, Performance Improvement, Center for Clinical Excellence, Brigham and Womens/Faulkner Hospitals Linda Bacelis-Bush, Consulting Manager, GE Healthcare
11:30 - 14.15 (includes lunch) : 15th May 2012: Workshop E
Evolving qTrack at Ochsner Medical Center after Hurricane Katrina hit New Orleans
History as to how qTrack arose at Ochsner Medical
Can patient demand by day of week and time of day in the Emergency Department be predicted?
How to address the ebb and flow of patient demand on emergency services?
Why qTrack and how it differs from typical emergency department practice?
Impact on emergency department patient flow after implementation of qTrack
What elements are important in successful implementation of qTrack?
What are the results on patient experience / satisfaction after implementing qTrack Speakers: Ed Popovich, Technical Process Expert, Ochsner Health Systems Joe Guarisco MD FACEP, Chairman Department of Emergency Medicine, Chief Emergency Services, Ochsner Health Systems
11:30 - 14.15 (includes lunch) : 15th May 2012: Workshop F
Simulation of processes in Lean Six Sigma
Accurately replicating complex environments, testing operational alternatives and quantifying potential results
Using simulation to enhance the effectiveness of Lean Six Sigma projects
Practical examples of a variety of Lean Six Sigma simulation projects Speaker: Andrew Fordyce, Consultant Oral and Facial Surgeon, South Devon Healthcare NHS Foundation Trust Dr. Michael Swart, Consultant Anaesthetist, South Devon Healthcare NHS Foundation Trust
14:30 - 17:15 (includes afternoon refreshment break) : 15th May 2012: Workshop G
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. Speaker: Jennifer Panco, Process Improvement Specialist, Providence Health and Services
14:30 - 17:15 (includes afternoon refreshment break) : 15th May 2012: Workshop H
Patient Safety : Chasing and Sustaining Zero Errors in the Surgical patient
A comprehensive approach using DMAIC and Profound Knowledge in Quality Improvement.
Building multidisciplinary partnerships Physician Patient Safety champions
Involving Clinicians in Change Upstream
Accountability of staff for adherence to safety practices
Review 4 Case studies in achieving zero errors in Perioperative environment
We were able to achieve Zero in the Perioperative environment consisting of 30 Operating Rooms at Univ. of Virginia Medical Centre, a Level 1 Trauma Center. Our projects included - Specimen mishandling error reduction during surgery; Reduction of Sharps to Sterile Processing; Reduction of Skin and Tissue injuries in surgical patient; Reduction of Bioburden on Sterile Instruments. Speaker: Irene D Castelino, RN, CNOR, MBA, QI Coordinator, Surgical Services, University of Virginia Medical Center
14:30 - 17:15 (includes afternoon refreshment break) : 15th May 2012: Workshop I
Root Cause Analysis: Strategic Tools and Techniques in Healthcare
Overview of proven tools and techniques to identify event root causes and prioritize solution interventions.
A toolset that ranges from qualitative-to-quantitative and simple-to-complex that are applicable in both pro-active and re-active scenarios.
Healthcare examples and hands-on exercises allow attendees to experience pros-cons trade-offs and help them better understand the appropriate applications of each tool.
Concluding with a discussion on deployment strategies in healthcare environments.
#Speaker: Bob Hody, Assistant Director, Lean Sigma Deployment. Armstrong Institute for Patient Safety
and Quality, Johns Hopkins Medicine#
Challenges and constructs of creating a Greenbelt certification program in a large hospital system
Scope:
Illustrate how a course was created for the DMC to train healthcare workers (clinical and non-clinical) in the areas of Lean, The DMAIC approach to problem solving, the use of Six Sigma tools, and Kepner Tregoe.
Presentation Flow:
Why the 6-Sigma DMAIC approach? How does it mimic the healthcare approach to treating the patient?
The timeline for a course. Having a project as a capstone deliverable
Leadership involvement
Tracking (Illustrate the tool used at the DMC)
Illustration of each weeks class (D-M-A-IC) and how this is four week class taught over 8 weeks in time.
Provide examples of parts of projects done by clinicians and non-clinicians using the tools.
Illustration of some of the proprietary tools used [EX: Practical Problem Solving Report (PPSR), Tracking documents]
Handouts of the actual course as taught to the attendees
Q & A at the end Speaker: Dr. Rocky Pinheiro, PhD, Corporate Manager, Lean Implementation and Process Improvement, Detroit Medical Center
08:45 - 10:45 (includes breakfast) : 18th May 2012: Workshop K
3 Ds of ED Workshop - Lean Six Sigma improvement model for addressing change in the Emergency Department
3 Ds of ED represent 3 serial phases of an ED visit: Door to Doctor, Doctor to Decision, Decision to Disposition
The topics include:
Emergency Department Steering Team membership
Lean Six Sigma facilitation (and possible discussion of improving Triage reliability)
Team Leader and Assistant leaders for each team that addresses the 3 serial phases
3 Ds of ED Team Membership recommendations
ED Scorecard / Dashboard suggestions for each team.
Suggested timelines for monthly deliverables Speakers: Ed Popovich, Technical Process Expert, Ochsner Health Systems Joe Guarisco MD FACEP, Chairman Department of Emergency Medicine, Chief Emergency Services, Ochsner Health Systems
10:45 - 12:45 (includes refreshments) : 18th May 2012: Workshop L
The middle management mystery
Throughout LEAN and 6 Sigma projects we typically experience strong support from the senior leaders and we experience strong support from the frontline staff and the team members, but very often we do not experience the same support and commitment from the middle manager. In most cases the process owner is a middle manager and owner of the outcome metrics and the control plan, i.e. manager of the ED usually owns the ED throughput outcome so why would this group be the least likely to support the process? In this workshop we will answer this question and others. You will learn the difference between managing and leading, you will learn techniques for coaching process owners and middle managers which will improve the support and ultimate success and sustainability of your projects. Speaker: Rebekah L Gregory, MBA, Transformational Care PMO System Leader, Catholic Healthcare West
10:45 - 12:45 (includes refreshments) : 18th May 2012: Workshop M
Improving Healthcare Productivity
Expenses are outpacing Revenue growth. With the new Healthcare reform laws currently under debate in Congress, it appears that hospital revenue growth could be capped to a fixed growth rate. Hospitals need to aggressively improve Productivity to assure ongoing success.
Topics include:
Review of our current research in this field
Case examples of successful transformations
Case examples of non-successful transformations
How to correctly engage your Executive Leadership to move your continuous improvement program from the department level to a hospital wide strategic implementation.
Examples of quick wins that are necessary to rebuild your momentum
Lessons learned from the above cases that you will immediately be able to apply to your own organizations
Speaker: James Pearson, President, J.O.P. Consulting
The Lean Six Sigma and Process Excellence in Healthcare Summit will bring together senior-level quality & process improvement professionals from the Healthcare community.
One of the key benefits of attending this conference is the networking opportunities you will find.
WCBF structure their events to make them as interactive as possible to maximize knowledge sharing. As well as networking opportunities over breakfast, breaks, sit down plated lunches, a gala reception and various dinners, there are roundtable sessions, panel sessions, Q&As and various benchmarking forums. WCBF understands networking is a key value driver, and we make sure our events are at cutting-edge of the latest networking thinking, including recently introduced initiatives such as the "Wall of Opportunity" and "Speed Networking"
Sponsorship provides a unique opportunity to demonstrate your presence amongst a pre-eminent network of senior management executives. A range of sponsorship and advertising options are available, if you are a consultant or vendor and wish to take further advantage of these opportunities, you should contact Flora Hamilton of WCBF about taking an exhibition booth or sponsoring one of the lunches, breaks or evening receptions.
WCBFs Lean Six Sigma and Process Improvement in Healthcare Summit is being extensively researched and specifically tailored to meet the requirements and interests of professionals working within these industries.
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Government Agencies and Military Pricing
30% discount on full prices above.
Small hospitals with less than 150 beds
30% discount on full prices above
Academic
20% discount on full prices above
Please email details on your organization to demonstration your qualification for the above group discounts to reg@wcbf.com, and we will email you the Registration Code by return to obtain the respective group discount. You can then register your team on-line by clicking here
Group Booking Discounts
WCBF understands the value of team knowledge sharing. Groups booking at the same time from the same company receive the following discounts (discounts apply to the full price only and cannot be applied retrospectively).
Teams of 3+ receive a 10% discount
Teams of 4+ receive a 20% discount
Teams of 6+ receive a 30% discount
Teams of 8+ receive a 35% discount
Teams of 10+ receive a 40% discount
Please email us confirmation of how many people you wish to attend to reg@wcbf.com, and we will email you the Registration Code by return to obtain the respective group discount. You can then register your team on-line by clicking here
The registration system, will generate an invoice for you, and a download link to our W9 form. You can elect to pay by either check, transfer or credit card. Also, you can register all attendees under one name, and then allocate specific names later, and further change these down the line.
Discounts Calculation
When booking on-line both "Early Bird" and "Registration Code" discounts will be calculated automatically.
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, the gala reception 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.
If payment is not made by credit card, payment must be received within 10 days of registration and prior to the conference attendance, if less than 10 days remaining. If payment does not arrive less than 10 working days prior to the event, a credit card payment will be requested.
To receive any early bird discounts, payment MUST be received before the respective cut-off date.
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 reg@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. Or you can click on the link in your original confirmation email, and make the changes directly yourself.
WCBF does not provide refunds for cancellations, and you cannot cancel your registration if payment has not been made, as per our Terms & Conditions. Payment is still due.
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, WCBFs 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.
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.
WCBF has negotiated a special meeting rate of $195.00++ taxes per night at this incredible 4 star property. To confirm this rate, please mention WCBF Lean Six Sigma Summit when you call to book your room. (Note: Group reservations MUST be made by calling - can not be done online)
The cut-off date for this room block is April 25, 2012, but the WCBF room block does sell out quickly, and ahead of time. We recommend you book your room, at the same time as registering.
Discover a luxurious New Orleans hotel in the French Quarter, located steps from Bourbon Street, the Convention Center, downtown business district and iconic Big Easy attractions. Fresh from a recent $38 million renovation, the Marriott New Orleans French Quarter Hotel features over 1,300 guest rooms and suites, a fully equipped fitness center, updated Concierge Lounge and on-site business center. Highlights of this chic hotel in the French Quarter of New Orleans include a new lobby with stylish wine bar, Starbucks Coffee Shop, gift shop and convenient bell and concierge stands. The Marriott Hotel in New Orleans is home to the award-winning 5 Fifty 5, serving up a dining experience worthy of its French Quarter location. In addition, the Marriott New Orleans Hotel offers spacious, flexible meeting space for corporate events and social gatherings. For kids, we offer the Nickelodeon Your Stay Program- a great way to help your little traveler enjoy their stay.