TMs workplace. Learn how they significantly reduced lead-times, increased quality, improved patient, staff and provider satisfaction, achieved greater flexibility, and produced a healthier bottom-line." />
Productivity, Inc. Presents the Lean Healthcare Forum
Register Now: October 6-10, 2008: Nashville, TN
 

Presentations

Decoding the DNA of Toyota - Lean Healthcare
Steven Spear, PhD, Senior Fellow
Institute for Healthcare Improvement and author of Decoding the DNA of the Toyota Production System, Harvard Business Review (1999)

Leadership for Lean Transformation in Healthcare
J. Michael Rona, Co-Founder
Rona Consulting Group and former President of Virginia Mason Medical Center

Work Flow Redesign of a Pre-Admission Testing Center
Barbara A. Bires, RN, MSN
Strategic Improvement Consultant
Miami Valley Hospital and Margo Rubertus, Associate, Booz Allen Hamilton and former Strategic Improvement Consultant, Miami Valley Hospital

A Place to Stand: Lean Leverage in Health Care
Naida Grunden, President
Naida Grunden LLC, Medical Communications and author of "The Pittsburgh Way to Efficient Healthcare"

Working Together - The Story of the Lean Healthcare Journey in Iowa - So Far
Dean C. Bliss, Lean Improvement Specialist
Iowa Health System, and Sarah Pavelka, OTR/L, MHA, CPHQ, Senior Staff Member, Iowa Quality Center

The Human Side of Lean
Carol Lepper, President
Lean Healthcare Solutions and former Director of Lean Operations, Cancer Treatment Centers of America at Midwestern Regional Medical Center

Chugachmiut's Dream: The Best Rural Healthcare System in the World
Patrick Anderson, Executive Director
Chugachmiut

Using Lean to Reduce Waste in Clinical Processes
Donald D. Storey, MD
Senior Medical Consultant, Rona Consulting Group and former National Medical Director for High Performance Networks for Aetna Insurance and Patti Crome, RN, MN, CAN, FACMPE, Principal, Rona Consulting Group and former Senior Vice President and Clinic Administrator of Virginia Mason Medical Center

Using the Toyota Production System to Redesign Patient Car in a Med-Surge Nursing Unit
Janice Midcap, Vice President of Quality
St. Joseph’s Hospital, Signature Hospital Corporation

Reforming Healthcare in an International Pediatric Health System Roger Noble, MBA, CMQ/OE, SSBB, LP
Healthcare Quality Process Improvement Manager
Shriners Hospitals for Children

Implementing Lean: Our Experience with Changing Culture Loraine Lightfoot, Chief Nursing Officer and Scott Boyers, CFO, Wooster Community Hospital

Hospitals Heal Thyself: Using Lean Methods to Improve Patient Care Mark Graban, Senior Consultant, ValuMetrix and author "Lean Hospitals"

Presentation Descriptions

Steven Spear, PhD, Senior Fellow
Institute for Healthcare Improvement and author of Decoding the DNA of the Toyota Production System, Harvard Business Review (1999)
Decoding the DNA of Toyota - Lean Healthcare

Health care is a source of terrible contradictions. On the one hand, its promise to provide comfort and cure is incredible. On the other hand, its ability to squander resources, burn out people, and hurt patients avoidably is tragic. The problem is that for all the effort put into building expertise within specialties, there is far less expertise exercised in pulling those specialties into high functioning systems. In this session, we'll first look outside of healthcare for examples of organizations that excel based on their ability to harness the work of individuals into exceptionally high performing systems, before turning our eye towards how some healthcare organizations have taken lessons form these superlative role models with great effect, learning how to deliver better care, to more people, with less effort, and cost.

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J. Michael Rona, Co-Founder, Rona Consulting Group and former President of Virginia Mason Medical Center
Leadership for Lean Transformation in Healthcare

The overall success of your improvement initiatives depends on the organization's leadership and their ability to lead the change process. What does it take to lead an organization through a Lean transformation? In this module we look at the fundamental challenges of leading the improvement journey and the crucial role of leadership. Using 9 key characteristics of lean healthcare enterprises, Mike will demonstrate the magnitude of the leadership's challenge in transforming healthcare and provide insights into how to build internal organizations to promote, support and perpetuate operational excellence while simultaneously creating a facilitative environment that develops people at all levels.

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Barbara A. Bires, RN, MSN
Strategic Improvement Consultant
Miami Valley Hospital and Margo Rubertus, Associate, Booz Allen Hamilton and former Strategic Improvement Consultant, Miami Valley Hospital
Work Flow Redesign of a Pre-Admission Testing Center

Miami Valley Hospital, an 800 bed tertiary referral center in southwest Ohio, performs 300-400 surgeries a week with a large volume of these patients needing pre-admission testing (PAT). In 2007, with both patient and employee satisfaction scores low, the PAT Director asked us (the Strategic Improvement Consultants) to help. When we arrived, we found that patients were experiencing significant delays; some could not get in for testing; and once scheduled, patients experienced longer than necessary appointments. Staff satisfaction was low as employees were frustrated with their current work processes and the inability to "keep up" with demand. Working with the department manager and staff we looked at patient scheduling and patient flow, and began developing standardized work procedures to improve the process. In this presentation, we'll show you "how" using Lean techniques, we were able to smooth demand, establish flow, and increase satisfaction in this important center.

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Naida Grunden, President
Naida Grunden LLC, Medical Communications and author of "The Pittsburgh Way to Efficient Healthcare"
A Place to Stand: Lean Leverage in Health Care

The debate is over: the Toyota-based "Lean" system of improvement works in health care. In this presentation, author Naida Grunden describes her first-hand experience documenting Lean experiments for the Pittsburgh Regional Health Initiative (PRHI), a consortium of business and healthcare leaders in Southwestern Pennsylvania. This small nonprofit organization began in 2001 to pilot Lean experiments in competing hospitals across the region, producing some of the first genuine, on-the-ground evidence that this industrial model could work in health care. Learn how two ICUs in one hospital reduced central line infections to near-zero, where the rate remains after 3 years, how one unit at the VA Pittsburgh reduced MRSA infections by 85% using low-cost, low-tech improvements, and how a liver transplant unit reduced nurse turnover from 12% to zero in one year by allowing them to redesign their own work using Toyota-based principles. Ms. Grunden provides details on these and other compelling cases drawn from her book, "The Pittsburgh Way to Efficient Healthcare".

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Dean C. Bliss, Lean Improvement Specialist Iowa Health System, and Sarah Pavelka, OTR/L, MHA, CPHQ, Senior Staff Member Iowa Quality Center
Working Together - The Story of the Lean Healthcare Journey in Iowa - So Far

Within Iowa, there are many businesses which have had tremendous success with Lean. The expertise that these companies developed has been shared with the healthcare community in Iowa in an innovative way. In addition, the various healthcare entities in the state have joined forces to share resources and knowledge to accelerate the adoption of the Lean philosophy and techniques. In this presentation, we will share the story of Lean healthcare in Iowa; from the initial demonstration by the business community, to the assumption of responsibility by a healthcare collaborative, to the creation of Lean learning communities across the state.

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Carol Lepper, President, Lean Healthcare Solutions and former Director of Lean Operations, Cancer Treatment Centers of America at Midwestern Regional Medical Center
The Human Side of Lean

This session will focus on organizational behavior and the human side of Lean. Based on her experience implementing Lean, Carol will talk about what it takes to motivate employees and get them excited about Lean implementation. She will explain the changing role the leaders must play in creating and supporting Lean so the improvements made will be sustained for the long term. And, she will discuss how Lean can be integrated into the culture with proper utilization of the Lean principles and tools.

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Patrick Anderson, Executive Director, Chugachmiut
Chugachmiut’s Dream: The Best Rural Healthcare System in the World

Chugachmiut began its lean journey during the summer of 2004 with little guidance, but lots of enthusiasm. As a government contractor providing health, social and other services to 7 Alaska Native tribes, we operate in a very complex environment with significant operational challenges. Four years later, we have a variety of accomplishments that we are proud of in our administrative and health care processes. For our presentation, we have selected for discussion improvements in our recruitment and hiring process, our patient journey process, and in our 5S + 2 (Virtual Clinic) events.

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Donald D. Storey, MD, Senior Medical Consultant, Rona Consulting Group and former National Medical Director for High Performance Networks for Aetna Insurance and Patti Crome, RN, MN, CAN, FACMPE, Principal, Rona Consulting Group and former Senior Vice President and Clinic Administrator of Virginia Mason Medical Center
Using Lean to Reduce Waste in Clinical Processes

Based on their experience implementing Lean methods at Virginia Mason Medical Center, Don and Patti focus their presentation on the waste of performing unnecessary tasks in clinical health care processes. They will provide details on how they used the lean tools to separate necessary and unnecessary tasks, reduce lead time and costs. Real-time examples will be presented.

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Janice Midcap, Vice President of Quality, St. Joseph’s Hospital, Signature Hospital Corporation
Using the Toyota Production System to Redesign Patient Car in a Med-Surge Nursing Unit

In this session, Janice will discuss their use of the Toyota Production System to redesign in patient care in a med-surge nursing unit. Hear how the nursing team is using traditional lean tools such as time observation sheets, stand worksheets, and percent load charts, to increase hours at bed side, reduce total cost, and significantly increase key nurse sensitive indicators of quality.

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Roger Noble, MBA, CMQ/OE, SSBB, LP
Healthcare Quality Process Improvement Manager
Shriners Hospitals for Children
Reforming Healthcare in an International Pediatric Health System

More than ever before, healthcare reform is at the forefront of the media and political platforms. It is clear the need for change is now, but where do you start and how do you implement the changes? In this session, learn how Shriners Hospitals for Children answered these questions through the design and deployment of a customized Lean Six Sigma program: SP3, Shriners Performance Improvement Model. Since the program launched in 2007, they have seen dramatic improvements in areas such as outpatient processing and compliance with hospital policy. Results included freeing up over 54,000 in annual nursing hours from administrative processing allowing nurses more time to focus on patient care. The program is managed by an executive cross disciplinary committee that ensures the program is aligned to corporate strategic initiatives and helps to prioritize resources. Hear more details about their program and discover what you can do to get similar results in your facility.

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Loraine Lightfoot, Chief Nursing Officer and Scott Boyers, CFO, Wooster Community Hospital
In this presentation hear details of Wooster Community Hospitals Lean implementation and how they are getting their associates on board and excited about the process.

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Mark Graban, Sr. Consultant, ValuMetrix and author "Lean Hospitals"
Hospitals Heal Thyself: Using Lean Methods to Improve Patient Care

This session will look at the application of Lean tools in the healthcare setting. From years of working in hospitals, Mark explains the benefits for patients and hospital staff from the implementation of Value Stream Mapping, error proofing, layout and process design, problem solving and more. Mark outlines the lessons learned from implementation - what works, what didn't and lessons learned along the way. The presentation will also discuss the importance of focusing on people, not just tools, as part of the lean effort.

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