Tuesday, October 19 | 7:45 am to 3:30 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.

Dan Littlefield, RPh, MBA
Senior Consultant
ValuMetrix® Services
Ortho Clinical Diagnostics

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

With seven hospital campuses and more than 1,800 beds, Florida Hospital is adopting Lean on an enterprise-wide scale. Having seen Lean’s ability to manage health care costs, improve patient care and patient satisfaction, and make better use of staff, the health care system has applied it to Surgical Services, Nursing and Emergency Services (across the seven-hospital system), and various ancillary areas. Highlights of the Emergency Department and Surgical Services Lean initiatives, and a discussion of the role of administrative and physician leaders to accomplish success, will be covered.

Tom McLaren, RN, BSN, MBA
Director Surgical Services

Patricia Price, RN, BSN, MSN
Director of Emergency Services
Clinical Transition Unit

Wednesday, October 20 | 8:00 am - 3:00 pm

The Orlando campus of Florida Hospital will open their doors for a tour. You’ll have an opportunity to see a Lean OR and Emergency Dept., as well as talk with the staff about what it is like to work in a Lean environment. Tour size will be limited.

The effective use of data lies at the core of performance improvement. This workshop will provide an overview of how to use data to manage your department’s processes and meet performance goals. Topics covered will include:

• Selecting meaningful data
• Determining frequency for data review
• Using performance data for process management action
  
  

Using your own data, you will have the opportunity to discuss how to make data the center of customer service conversations and the driving force for process changes.

R. Rodney Momcilovic MT, B.S., M.B.A.
Consultant
ValuMetrix® Services

Selecting the right tool to improve a process and communicating the need for change can be challenging if the issue to resolve is not clearly defined. This interactive workshop teaches the participant how to utilize A3 for effective problem resolution. Participants should come prepared to discuss a process issue they are trying to solve. Specific workshop objectives:
1. Understand the role of A3 in the Lean journey
2. Understand the different applications of A3 in an organization
3. A3 Thinking
4. Complete an A3 Report

Dan Littlefield, RPh, MBA
Senior Consultant
ValuMetrix® Services