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Lean Healthcare Transformation Summit 2015
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Learn. Share. Connect.

The lean healthcare community gathers each year for two days to learn from thought leaders, share with peers, and connect with other lean thinkers at the annual Lean Healthcare Transformation Summit co-presented by the ThedaCare Center for Healthcare Value and the Lean Enterprise Institute.

Our goal is to transform the healthcare industry through collaboration, education, and experiments. Healthcare leaders will walk away with actionable ideas and new connections in order to accelerate their own lean transformations. By attending this Summit, participants will see innovative examples, both successes and failures, of care delivery redesign supported by results, examples of payment systems that reward patient value creation, and examples of transparency of performance supporting business intelligence to make real improvement where the work actually happens.

Attendees tell us they gain actionable ideas from thought leaders and peers, as well as energy and enthusiasm for this important work.


This year's Summit Highlights

  • An expanded focus on all components of healthcare transformation, including Transparency and Payment Initiatives.
  • Sessions featuring leaders in the provider, employer, purchaser, and patient safety communities that have learned to create transparency of performance, care delivery with less waste and fewer errors, and payment systems that reward patient value creation.
  • The rare opportunity to hear and question senior leaders on our CEO Panel who are directly engaged in their organization's lean healthcare experiments.
  • Pre-Summit Workshops that build the skills you and your team will need to make your transformation successful and sustainable.


Your Hosts

The ThedaCare Center for Healthcare Value and the Lean Enterprise Institute.ThedaCare

Lean Enterprise Institue

“The gifts of the Lean Healthcare Transformation Summit are many. We can rejoice in the successes of our national colleagues, marvel at the path some organizations are blazing, and restore our faith in the journey we share to improve the patient care experience, and to heal our broken healthcare system. For many of us, it is an opportunity to rest, revive, and restore ourselves for the hard work of transformational change once we get “back home.” 

Inspirational keynote speakers, national thought leaders sharing their stories, and breakout sessions which provide the requisite tools for further improvement are worth the effort to attend. Experiments around the Network, social/networking opportunities and the personal connections we forge with colleagues around the country make the Summit truly priceless.  The Summit exceeded my expectations to Inspire, Inform, and Empower my work. Thank you!”

 - Elizabeth J. Warner, MD, FACP, Primary Care Medical Director at Bronson Healthcare Group


John Toussaint Jim WOmack Doug Mckeever Beth Ullem Michael Erikson

Dr. John Toussaint
CEO, ThedaCare Center for Healthcare Value

Jim Womack
Founder and Senior Advisor, Lean Enterprise Institute

Doug McKeever
Chief of the Health Policy Research
Division at the California Public
Employees' Retirement System

Beth Daley Ullem
Safety and Quality First

Michael Erikson
Chief Operations Officer, Palo Alto Medical Foundation

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Learning Sessions

Personalize your Summit experience by exploring topics that you told us were important. In small interactive sessions where you can learn, discuss, and reflect, you'll discover applications and methodologies on the frontier of lean thinking in the healthcare community. These sessions will be offered multiple times during the Summit so you will have the opportunity to participate in several sessions. More sessions and details will be added in the near future. Check back for updates.

Most Learning Sessions will run simultaneously, twice each day except where otherwise noted.


Day 1 - Wednesday, June 3


Experiments Around the Network (Sessions 1-4)

Every day, leaders in the Healthcare Value Network (HVN) member organizations are running experiments in the application of lean principles. This session provides the opportunity to hear about experiments conducted by 10 member organizations. Each presentation is 15-minutes.

See how the application of lean principles improved quality, decreased cost, and impacted other measures of improvement.

Following this session, participants will be able to:

  • Discuss examples of healthcare problems being addressed through the application of lean principles
  • Describe the application of the PDSA (Plan-Do-Study-Act) cycle to test improvement hypotheses, including what worked, what didn't, and other lessons learned

Jack Bowhan


Akron Children's Hospital:

Align, Enable, Improve: Akron Children's Hospital's Evolution from a Tool-Based to a Principle-Based Organization

Learn how Akron Children's Hospital transitioned from a tools-based lean healthcare approach to a principles-based effort based on the successful Shingo model, which has guided lean transformations in a variety of companies for more than 25 years, and is now being applied in healthcare.

The knowledge you'll acquire in this session includes how the program's new architecture improved the training program (blue belts) and daily lean management, including the use of huddle boards and the performance of leader standard work. You'll discover how the transformation is evolving to better spread improvement ideas farther and faster; integrate leader standard work with gemba walks and coaching; and cascade strategy deployment to all levels of the organization.

You'll learn:

  • The key concepts and guiding principles behind the Shingo model
  • Why lean transformations are about more than the application of tools and why the must transform organizational cultures
  • The benefit of focusing on principle-driven behaviors
  • How to sustain behavior change and results long term

Following this session, participants will be able to:

  • Explain the key concepts and guiding principles behind the Shingo model
  • Discuss why lean transformations are about more than the application of tools and why the must transform organizational cultures
  • Describe the benefit of focusing on principle-driven behaviors
  • Discuss how to sustain behavior change and results long term

Dr. David Chand
and Jake Raymer

Stanford Children's Health:

Accelerating Improvement in Pediatric Care at Stanford Children's Health: The power of Scientific Thinking, PDSA and Analytics

Hear how the Center for Quality and Clinical Effectiveness at Lucile Packard Children's Hospital Stanford answered an increasingly urgent pull for delivering better information, faster by creating the Department of Analytics and Clinical Effectiveness.

You'll learn:

  • How the Analytics and Clinical Effectiveness team, which reports to the leader of quality, is improving decision making and problem solving by delivering actionable information quickly
  • How the new department is accelerating improvement activities
  • How the effort led to the development of a robust clinical business intelligence model and are influencing the development of a clinical effectiveness program
  • The early but remarkable results the team is achieving

Following this session, participants will be able to:

  • Describe how Stanford Children's Hospital uses their Analytics and Clinical Effectiveness team to deliver actionable information for improved decision making
  • Discuss how a robust clinical business intelligence model and program has been developed
  • Recognize the accelerated improvement activities and early results being achieved by the Lucile Packard Children's Hospital Stanford

Chelsea Nater,
Katie Carpenter, and
Ling Loh


INTEGRIS Value Stream Management

INTEGRIS' Lean Performance System includes Value Stream Management. This approach has been instrumental in patient focus, achieving continuous learning, continuous improvement, and greater system integration and standardization.

This highly interactive session will focus on key value streams for stroke, cancer, and supply chain management. You will be asked to pick one of the three to do a deep dive.

In this session you will learn:

  • How to get started
  • How it is used
  • How it can help achieve system integration
  • The BETTER results

Following this session, participants will be able to:

  • Identify how Value Stream Management is used to achieve and improve system integration and standardization
  • Use knowledge gained from a “deep dive” into one of three value streams (stroke, cancer, or supply chain management) for organizational improvement

Lori Smith

Bellin-ThedaCare Healthcare Partners:

Payment and care delivery model: lessons from a Pioneer ACO

Bellin-ThedaCare Healthcare Partners achieved the highest quality and lowest cost of all of the Pioneer Accountable Care Organizations (ACO) participants in 2013, the most recent year with results. Hear from David Krueger, MD, Executive Director and Medical Director, describe how they acknowledged, interpreted what Dr. Krueger calls a “wicked problem,” and how they organized the ACO to achieve their success.

Following this session, participants will be able to:

  • Identify strategies to leverage clinical data and clinical practices to lower costs while providing quality care.
  • Discuss factors that contributed to the Bellin-ThedaCare Healthcare Partners initiatives which created shared savings and improved quality.
  • Identify challenges encountered with the Pioneer ACO model
Dr. David Krueger

Lehigh Valley Health Network:

Faster Emergency Department Care - a Model Cell Approach

How can you overcome crowding in the Emergency Department waiting room? How can you radically improve in today's healthcare economics? How can you think differently to accomplish these changes?

Learn how Lehigh Valley Health Network designed and implemented new standard work to speed the care for the emergency department patient. The ED leadership team developed the plan to engage the workforce in the design of process, physical space, and personnel roles. The design process was facilitated by model cell principles. Through some "board game" modeling, rapid cycle tests, guiding principles, and andon tools, LVHN Muhlenberg was able to reduce door to doctor time and door to treatment regardless of urgency or time of day.

Following this session, participants will be able to:

  • Define key concepts of the model cell
  • Discuss how to tabletop simulate a patient encounter; the day in the life of the emergency department
  • Describe how to rapid cycle test the interventions/countermeasures
  • Create process to improve flow by removing steps in the value stream, or think differently
  • Demonstrate how to direct construction to match process
  • Explain how to engage personnel to redesign roles
Dr. David Burmeister,
Dr. Rick MacKenzie
and Chris Kita

Planning and Managing a Lean Transformation

You have been convinced that lean is important to your organization. You've started a few projects and yielded some good results. You've consumed all the available literature on the topic, attended seminars and workshops on specific topics; even visited the hospitals that that have gained a reputation for having been successful at it. But, the comprehensive actionable plan for how to integrate lean in a large scale transformation, remains elusive. Where do you start? How do you keep moving forward? Who manages the process for change? How can we learn from the mistakes of others?

You will learn the answers to all these questions and gain insights from those who have managed and coached many transformations over the past 25 years. This experience along with the research of what has been most effective provides insights that can reduce the time it takes to achieve a critical mass of Lean thinking in your organization. Most importantly, you can take the most effective path in gaining acceptance from the organization at every level.

While the approach to developing detailed planning is standardized, the outcome is very unique to the situation. Every organization is different, even within an industry group, and the approach for large scale change should be specific to your culture, your patients, your organizational makeup, and your business needs. Perhaps the greatest contribution we make to complex organizations contemplating a Lean transformation is avoiding missteps in early phases that can leave a bad taste in people's mouths making further progress difficult. This can be difficult and time consuming to unwind later on.This learning session will provide you with a tactical approach for integrating Lean in a large scale environment.

Following this session, participants will be able to:

  • Describe approaches for developing Lean transformations
  • Incorporate a comprehensive actionable plan for how to integrate Lean in your organization
  • Discuss how to avoid missteps in the early phases of a Lean transformation
Joe Murli


Cultural Differences - Survive or Thrive?

We've signed the deal and now we're colleagues. We spent a great amount of money and time trying to learn all we can about each other and we think we nailed it. But the wedding ceremony is over and here we are, surprised that we have trouble seeing eye-to-eye on not just a few things, but a lot of things. 

Spanning a career in multiple industries and settings, Jan Santerre has learned a lot about culture:  what's behind it, what it is and what it isn't. Along the way discovering that we need to hold fast to a few principles in order to move through our differences. Lean thinking and techniques bring a unique view on how to think about, assess and intentionally align cultures.

Following this session, participants will be able to:

  • Discuss frameworks for evaluating cultural similarities and differences
  • Identify techniques to intentionally shift and align culture
  • Determine what is culture or what is bad behavior
  • Describe core principles to support cultural alignment
Jan M. Santerre

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Day 2 - Thursday, June 4


Experiments Around the Network (sessions 3 & 4)

Every day, leaders in the Healthcare Value Network (HVN) member organizations are running experiments in the application of lean principles. This session provides the opportunity to hear about experiments conducted by 10 member organizations. Each presentation is 15-minutes.

See how the application of lean principles improved quality, decreased cost, and impacted other measures of improvement.

Following this session, participants will be able to:

  • Discuss examples of healthcare problems being addressed through the application of lean principles
  • Describe the application of the PDSA (Plan-Do-Study-Act) cycle to test improvement hypotheses, including what worked, what didn't, and other lessons learned

Jack Bowhan

Salem Health:

Linking Performance Improvement and Analytics to Deliver Higher Value Care, Faster at Salem Health

How well are you leveraging focused performance improvement and meaningful analytics to improve patient care?

This session will show you how Salem Health uses this powerful combination to achieve higher value care for its patients. You'll learn:

  • How front line leaders use EPIC as the base electronic medical record system to access near real time data to make better patient care decisions and achieve improved patient outcomes daily
  • What processes and tools Salem Health is applying
  • What results the integrated strategy is delivering

Following this session, participants will be able to:

  • Explain how front line leaders can use EMR data for decision making and improving patient outcomes on a daily basis
  • Recognize the processes and tools applied by Salem Health
  • Describe the results delivered by Salem Health's integrated strategy
Dr. Cort Garrison
and Jason Stark

Strengthening the Thread in Your Problem Solving

It has been said that a good A3 not only technically "solves" a problem, but it engages and aligns the organization at the same time.  This is often easier said than done, arranging the facts of a situation in such a way as the stakeholders will develop a common understanding and stay engaged in the problem solving process until it is complete. 

Does your organization ever question the value of the A3 process, labeling  with phrases such as "too difficult", "takes too long" or "don't have time to do them"? Have you ever thought of why this happens? There are many root causes, as the A3 process has many components. One such component is the "thread" that logically links each piece of A3 thinking to the next.  If a clear thread is present the likelihood of aligning and engaging the stakeholders is greatly increased. This session will explore the idea of the thread and offer ideas on what can be done in each step of the problem solve to keep the thread clear, visible and simple. A generic A3 will be used as an example, illustrating what "better" can look like.

Following this session, participants will be able to:

  • Recognize the challenges and opportunities for developing an A3
  • Discuss strategies to keep a clear thread present in the A3 process

Eric Ethington

Lean for the Value-based Ambulatory Practice

You've been leading and coaching your hospital ED and inpatient value stream teams for a while and have seen some great successes.  Recently your institution has created alliances with several large physician practices and they have heard about the Lean journey. They understand that their payment models will evolve to become more value-based and need to position themselves to prosper both now and in the future and are anxious to know more about improving quality, outcomes, and creating value! 

…your organization's EHR implementation has been a big disruption and you need to get your Lean journey back on track.

… you wish the excitement of the kaizen teams would translate to a lasting improvement culture in the clinics.

This learning session will empower you to show them how.

Bill Booth of iVantage Health will share lessons learned through experiences with a number of hospital-based ambulatory practices, both primary and specialty care.  In this interactive learning session you will have opportunities to gain from these experiences as well as those of other conferees.  We will discuss:

  • How to begin the Lean journey and where to start the new ‘value-based' value streams.  Hint: it is not at arrival at the clinic!
  • The synergies of EHR adoption and Lean
  • The role of analytics in the Lean physician practice. Within the classic kaizen format, functional, clinical, and financial analytics are integrated as elements of the current state.  This data serves to create another perspective for identifying waste and opportunities in the value stream.
  • The dynamic complement of kaizen and idealized design. Before teams create their future state you'll learn how to lead them through an idealized design exercise that allows for an aspirational, process-focused expression of the organization's true north ideals. This output then finds its place in the future state through the building blocks of Lean healthcare.   
  • Seven things you can do to make changes stick

Following this session, participants will be able to:

  • Recognize the challenges and opportunities for developing an A3
  • Discuss strategies to keep a clear thread present in the A3 process

Bill Booth


Palo Alto Medical Foundation:

PAMF's Ambulatory Surgery Center Value Stream Approach to Improvement

Our experiment was to design a process that would provide a consistent patient experience and serve as a foundation for Lean entry into specialty care. In this presentation we will explore the five-step approach we used in designing, implementing, and spreading this improvement work. With the use of various lean principles and tools, we will demonstrate how to engage staff and physicians to identify and solve real operational problems. You will learn the elements of an improvement system and explore the use of Rapid Process Improvement Workshops (RPIW), for purposes of engagement, team building and the creation of standard work that could be spread to additional ambulatory surgical sites We will provide insight into the leadership challenges in sustaining and spreading improvement work throughout your organization.

Following this session, participants will be able to:

  • Develop an approach to process improvement
  • Discuss need and use of Daily Engagement System
  • Explain how to sustain and spread improvement
  • Describe the use of linked metrics

Dr. Benjamin Maser
and M. Osman Akhtar

University of Michigan Health System:

Developing Problem Solvers at UMHS: Experiments in Education Approaches

What are effective methods to educate and develop employee and faculty/physicians in scientific problem solving and Lean thinking in a complex organization? What should be taught? To whom? By Whom? When? How? And how much? 
At the University of Michigan Health System, we are learning our way through some of these questions through a series of experiments in approaches to lean education including Interval Training, flipped classroom, simulation and more. Like all experiments, some have gone better than others with three keys to success emerging: strategies that engage teachers and learners, use of experiential learning activities and educational enablers.

Come to this session to hear about and gain first-hand experience with a variety of educational approaches to teach scientific problem solving and Lean thinking. Walk away with a personal action plan to move your education strategies to the next level.

Following this session, participants will be able to:

  • Discuss innovative ways to engage teachers and learners.
  • Perform in 3 experiential learning activities, and hear about several more.
  • Examine several educational enablers to support and sustain learning over time.
  • Create an action plan for education experiments in your organization.
Deb Guglielmo and
Cindy Priddy


Let's Play Catchball: Implementing and deploying strategy across the organization to drive value

As a key component of the Lean Management System, strategic deployment is the process by which we implement strategy by aligning all levels of the organization to our goals, monitor the progress toward achievement, and adjust as necessary. Leadership and staff from the Solid Organ Transplant Service Line and Patient Care Services will each present a case study showcasing how they have translated high level strategic plans at each level through catchball sessions to deployment through delivering value to our patients, aligning our staff's daily work, and how it links to other key components of the lean management system.

Following this session, participants will be able to:

  • Recognize how the strategic deployment process is implemented across all organizational tiers
  • Describe how to enable frontline staff to align daily work to organizational goals
  • Demonstrate an effective catchball session up and down the tiers
  • Explain the link between strategic deployment and other components of the Lean Management System (e.g., visibility walls, huddles, rounding, etc.)

Eric Williams,
Nancy Lee
Wendy Foad
Marlena Kane,
and Lupe Hogan

Lehigh Valley Health Network:

Our Journey to Value Based Care and Payment Innovation: A Case Study

Population health is fast becoming a vital strategy for leading healthcare organizations to transition to a value based care delivery model. It involves the identification of the health status and risks of a given population and developing tools and programs to help keep people out of the hospital. This presentation offers a case study of how an academic, community health network is approaching the population health imperative.

This session will review Lehigh Valley Health Network's journey to value-based care, highlighting the importance of predictive analytics in the identification of high-risk populations and implementation of care continuum strategies to manage these populations and influence payment innovation. The presentation will describe a community care team approach identifying care management's integral role in the management of high-risk populations.

Learning Objectives: Following this session, participants will be able to:

  • Illustrate the importance of population health focus in value-based contracting
  • Describe the importance of predictive analytics in managing populations.
  • Identify methods for prioritizing and managing high-risk populations
Greg Kile

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Networking Opportunities

Limited Attendance - We set a ceiling on the number of attendees so you'll have ample time for discussions or to ask presenters follow-up questions. The Summit is designed to be the best networking venue in the lean healthcare community by providing formal and informal ways for you to connect with counterparts facing the same challenges as you:

  • June 2nd - Welcome Reception (get to know fellow attendees prior to the start of the Summit)
  • Networking Breaks (30 minutes to allow time for a phone call, cup of coffee, and conversation)
  • Lunch Roundtables (attendee-led discussions on topics you've told us are important to you)


Who Should Attend

The Summit is the one event designed for your entire team, including front-line clinical or professional staff, physicians, managers, administrators, senior leaders - virtually any healthcare professional involved in or interested in change within their organization.

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$1,400 USD

The registration fee includes participation in the Summit, participant materials, and food for both days. If you need to be invoiced please call 617.871.2900.

Pre-Summit Workshops are available to Summit attendees on June 1st and 2nd for an additional fee. Breakfast and lunch are included.



Confirmation, Cancellations, and Substitutions

Once registered for the Summit or for Pre-Summit Workshops, you will receive a confirmation email. To receive a full refund, notice of cancellation must be received by May 3, 2015. After this date, cancellations will be subject to a non-refundable $350 cancellation fee. Substitutions may be made at any time before June 3, 2015.

If you have any further questions please contact the Lean Enterprise Institute at 617-871-2900 or summits@lean.org.

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