Monday, September 27

Tuesday, September 28

KEYNOTE PRESENTATION
Healthcare Reform – The Implications for Hospitals

Lewis Lefteroff, MSIE
Lean Tool Master and Six Sigma Black Belt
Senior Consultant, ValuMetrix^® Services
Ortho Clinical Diagnostics Inc.

Whatever uncertainties surround healthcare reform radical change is going to be needed for providers not just to survive but thrive in the new environment. Lean is a key strategy for hospital leaders looking to transform how they deliver care.

Drawing on his extensive experience of helping hospital leadership apply Lean, Lewis Lefteroff will demonstrate the profound effect Lean can have across an organization. He will review the dramatic improvements Lean achieves in operational and financial performance, as well as its impact on staff, physician and patient satisfaction. He will also discuss the critical role of leadership in establishing a culture of continuous improvement and ensuring the successful implementation of Lean for long-term success.

First hand accounts of Lean initiatives implemented across an organization. The financial impact of initiatives in different departments will be reviewed, together with the critical success factors for system-wide Lean implementation.

Scott Leighty, Chief Operating Officer

Mercy Medical Center – North Iowa

Mercy Medical Center - North Iowa has been recognized 8 of the last 10 years as a Solucient Top 100 Hospital, is a Solucient Top 100 Cardiovascular Hospital, and a Healthgrades Distinguished Hospital for Patient Safety. Mr. Leighty will share how Process Excellence is an operating principle at Mercy, how they began, the role of “leadership” in an environment of continuous improvement, where they are today on their Process Excellence journey, how their culture has changed and why they feel this is a key strategy for continued success.

Russell W. York
Chief Financial Officer
Mississippi Baptist Medical Center

Faced with falling quality indicators, Baptist Medical Center set its entire organization on a Lean path. Starting in the Pharmacy Department, continuing to Admissions, and then to General Surgery, Lean methodology has yielded over $700k in annual savings. It has also sparked a new culture of continuous improvement. Mr. York will share highlights of the Lean Journey and the ROI.

Putting Lean into Practices — The C-Suite Perspective - continued

Dave Duda
Chief Operating Officer
Riverside Healthcare

Riverside Medical Center is recognized as one of Thompson Reuters 100 Top Hospitals® and is ranked in the top decile nationally for Cardiac and Orthopedic Services by HealthGrades. Mr. Duda will describe Riverside’s Lean journey since 2006 – an initiative which started in one department and has evolved to impact the entire organization. He will demonstrate how Lean has dramatically improved service levels, increased productivity, driven down inventory costs and provided space savings in Pharmacy, Laboratory, Physician Offices and Nursing Units.  He will explain how Lean has become an integral part of the Riverside culture and how gains have been sustained through continuous improvement.

An opportunity to raise questions with our featured speakers and Lean expert, Lewis Lefteroff.

Designing for Lean: The Mayo Clinic Experience

Linda Pearson, MBA
Laboratory Director, Mayo Clinic Arizona

Mike Hogan, Managing Member
Process Business Solutions LLC

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.

Linda Pearson will review the experience of Mayo Arizona as they planned the construction of a new laboratory. The rationale for taking a Lean approach, the process for integrating Lean in facility planning, and departmental performance in the new facility will be discussed.

Organizational 360 as a Catalyst for Change

Donna Meucci, Director
Johnson & Johnson Health Care Systems, Inc.

Susan Weidle
Director, Enterprise Marketing
Johnson & Johnson Health Care Systems, Inc.

Using the Health Care Criteria for Performance Excellence from the Baldrige National Quality Program as the foundation, overlaid with insights from seasoned health care executives, an organizational self-assessment enables hospital leadership to capture valuable and actionable feedback from key staff, business associates and attending physicians.

This interactive session provides an opportunity to see how hospitals are applying this approach as a basis for more effective strategic planning and performance improvement. Hear the impact this organizational self-assessment has had.  Experience this propriety survey tool. Participants will have the opportunity to complete a propriety survey module in advance, and review the summary results and findings in this session. Then you’ll discuss how this can be a valuable tool for leadership, whether you are launching a new service line, integrating a new acquisition, aligning new leadership or seeking commendation from a quality organization.

Tim Orr
Vice President, Marketing
Ortho Clinical Diagnostics