Tuesday, June 8 | 7:45 AM to 4:30 PM

KEYNOTE PRESENTATION
Lean Leadership — Purpose and Passion

Lean transformation requires effective leadership at all levels of the organization. To cultivate a Lean environment, changes to key behaviors of leaders are as essential as changes to front-line work practices. Although the emphasis is different for leaders at different levels in the organization, the elements are consistent. Leadership actions provide both the call to action and the support infrastructure to secure and sustain transformational changes.

This session will provide insights into the role of Lean leaders and the personal actions you can take to strengthen your organization’s Lean implementation. We will frame our discussion around a three-part Lean Leadership Model that encompasses the Lean improvement system, management support structures, and organizational culture and capabilities. We will examine tangible approaches that leaders can apply to probe the underlying drivers of existing performance and realize a compelling course of action for organizational learning and transformation.

Dale Hershfield, MBA
Six Sigma Black Belt
Senior Consultant, ValuMetrix® Services
Ortho Clinical Diagnostics
a Johnson & Johnson company

Lean At Work—Achieving Excellence
Case Study: Arkansas Children’s Hospital

Caught between a growing workload and personnel shortages, space limitations, and long turnaround times, the laboratory at Arkansas Children’s Hospital turned to Lean. Ms. Holland will describe the implementation process and summarize her organization’s gains including a streamlined layout, formal inventory management process, clearly defined and more efficient standard work practice and savings of $85,000 in construction avoidance.

Cynthia Holland
Vice President Ancillary Services

Lean is a key component of process excellence at Presbyterian Healthcare Services. Mr. Johnson will review details of the recent Emergency Department and Inpatient Services Lean transformations. In the ED, Lean helped cut door-to-doctor time by 46%, reduced the number of patients left without seeing a doctor by 63% and dramatically improved patient satisfaction. Lean helped Inpatient Services overcome communication barriers, improve patient and worker flow, and significantly reduce average patient length of stay by planning for patient discharges.

Doug Johnson
Lean/Six Sigma Black Belt
Process Excellence Specialist

Hands-On Excercise
A Taste of Lean

This hands-on exercise, explores the Lean principles of workflow, standard work, cross-training, and design excellence in a batch-to-flow simulation.

Applying Lean principles to facility design helps ensure the new building layout enables process efficiencies. Using examples from his extensive experience with hospital facility design, Mike Hogan will discuss how to incorporate Lean principles into facility planning and the benefits derived from this approach.

Mike Hogan
Managing Member
Process Business Solutions LLC

Wednesday, June 9 | 8:00 AM - Noon

Organizations realize the most dramatic benefits of Lean when complete functional work streams and care delivery pathways are transformed using Lean principles. While many hospitals achieve success with Lean in individual work areas, they are challenged to unite these “islands of Lean” into complete Lean value streams. Value stream mapping offers a framework to visualize, design, communicate, and realize Lean work streams and care pathways.

In this session we will use hospital examples to explore the fundamentals of value stream mapping. Value stream maps have unique features that provide uncommon operational insights, often enabling people to see opportunities for improvement that have not been apparent before. The value stream mapping approach includes design principles that assist you in structuring an improved work flow. The maps themselves are an effective way to communicate the case for change within your organization and track the progress of your journey.

Dale Hershfield, MBA
Six Sigma Black Belt
Senior Consultant
ValuMetrix^® Services

Disorganization and clutter are major impediments to a smooth process flow. 5S (Sort, Set in Order, Shine, Standardize, and Sustain) is a simple but highly effective Lean tool for creating a visual work environment that leads to better workplace organization, more efficient use of space, and general cleanliness. Unfortunately, many organizations apply the first three S’s only, ignoring the importance of Standardize and Sustain. As a result, they fail to achieve the full benefits of this tool. This workshop will review the importance of each “S” and provide strategies for implementing all five components for optimal results.

Martha Sunyog
Lean Consultant
ValuMetrix^® Services