1-Day Workshop

June 2nd
8:00 AM - 4:00 PM
Price: $800 ($600 for Summit attendees)

Instructor :

Patsy Engel

Is your organization struggling to sustain improvements gained through lean principles?

Managing a lean organization requires a different type of leadership and a shift from management-by-objectives to management-by-process.   If you are a  leader close to the front lines, who must   support operational processes as well as  implement strategic initiatives, it is imperative for you to make this shift in order to excel in these dual roles.   At ThedaCare, this management system, comprised of specifically designed tools and processes, is called the Business Performance System. 

Applying lean principles, this system enables the adoption of management by process, regulates the flow of information from the front lines to senior leaders and back, fosters engagement of all employees in process improvement, and allows for daily coaching and teaching.  During this day-long session Patsy Engel, director of operation at ThedaCare, will tell you how the system was developed and detail the purpose of each element of the system.  

Following this session, participants will be able to:

• Explain the purpose behind each of the 10 interconnected components of a lean management system.
• Describe how to cascade information effectively throughout the organization.
• Identify how to create and sustain a system of continuous improvement aligned with strategic goals.
• Discuss how employee coaching and mentoring can occur on a daily basis.  

1-Day Workshop
June 3rd
8:00 AM - 4:00 PM
Price: $800 ($600 for Summit attendees)

Instructor:

Jake Raymer

The Healthcare Value Network has partnered with the Shingo Prize for Operational Excellence to develop an assessment process that provides healthcare organizations with a way to understand where they are on their lean journey, pinpoint gaps to the desired state, and provide feedback for addressing the gaps.

In this session, you will discover the key concepts behind the Shingo model, which has guided lean transformations in many industries for more than 25 years, and is now being applied in healthcare. You will also understand why lean transformations are about more than the application of tools – they are about transforming the culture.

Following this session, participants will be able to:

• Describe the Shingo Model's focus on principle-driven behavior.
• Identify and create key behavior indicators (KBI).
• Discuss the evolution and integration of tools, systems, and principles.
• Explain the principle-based assessment process.

Who Should Attend:  Clinical and non-clinical healthcare professionals

1-Day Workshop
June 3rd
8:00 AM - 4:00 PM
Price: $800 ($600 for Summit attendees)

Instructor:

Roger Gerard, PhD

Do you have a clear understanding of the current culture of your organization and of how it can be impacted by a transition to a lean operating system? Do you know how to address the barriers to change inherent to the culture of your organizations?

An organization's lean transformation is at heart a deep cultural shift. During the journey leadership and employees are forced to practice dramatically different behaviors, including moving from shaming and blaming to coaching and teaching, from managing-by-objectives to managing-by-process, from having all the answers to letting the appropriate person find the answer, and from being removed from frontline work to being in the work. Lean cannot be delegated, it must become the new way of working and behaving for all, or it will not be successful. During this 1 day program, participants will learn the dynamics of introducing and sustaining lean enterprise work into the culture of the organization and how to successfully accomplish the change to the current culture.   

Following this session, participants will be able to:

• Articulate what culture is, how it evolves over time, and how it changes.
• Describe how culture manifests itself in an organization.
• Develop an understanding of current cultural attributes in their organizations and implications for change.
• Create an individualized draft plan for cultural change in their organization using lean tools.
• Relate their observations of a lean culture in action at ThedaCare.     

Who Should Attend: Clinical and nonclinical senior leaders in healthcare organizations.

1-Day Workshop
June 3rd
8:00 AM - 4:00 PM
Price: $800 ($600 for Summit attendees)

Instructor:

Maryjeanne Schaffmeyer

Is your organization struggling to sustain improvements gained through lean principles? Are you an executive leader facing challenges in aligning improvement work with strategic goals? As a senior leader you must make sure that the investment in resources to support the lean transformation delivers sustainable improvements and increases staff and provider engagement in problem solving.  Here is a chance for you and your team to learn from a ThedaCare executive how senior leaders addressed these challenges by developing and implementing the ThedaCare Business Performance System and developing high performance teams.   

During this day-long session for executives, Maryjeanne Schaffmeyer,   ThedaCare COO, will give you an executive-level perspective of what it takes to manage through the transition to a lean management system that enables management by process, regulates the flow of information from front lines to senior leaders and back, fosters engagement of all employees in process improvement, and allows for daily coaching and teaching.

Following this session, participants will be able to:

• Explain the purpose behind each of the 10 ten interconnected components of a lean management system.
• Describe how to cascade information effectively throughout the organization.
• Identify how to create and sustain a system of continuous improvement aligned with strategic goals.
• Discuss how employee coaching and mentoring can occur on a daily basis.  
• Build standard work for executives in gemba to support daily continuous improvement.

1-Day Workshop
June 3rd
8:00 AM - 4:00 PM
Price: $800 ($600 for Summit attendees)

Instructor:

Judy Worth

Tom Shuker

Organizations in all the major sectors from Healthcare to Manufacturing deal with problems day in and day out. Many times the solutions become Band-Aids to problems that are never completely solved. The organization becomes very proficient at "Fire Fighting" but the problems keep coming back. In order for an organization to move from "Fire Fighting" to true continuous improvement everybody in the organization from leadership to the front line will have to become engaged. Engaged in a proven methodology involving thinking together, working together and attacking problems together at their root cause. Success will hinge on how well the organization can teach and apply this robust, shared problem-solving methodology at all levels while incorporating "evolutionary learning" into the organizational culture.

In order to build the culture of problem solving, an organization needs a "Community of THINKERS," working together on continuous improvement. Their goal is to design a sustainable, rigorous problem solving process that is, in effect, an experimental test of any proposed change.

In this workshop you will practice several of the problem-solving steps. You will learn a methodology for determining the most likely causes of a problem to be addressed and appropriate countermeasures to that problem. You will also learn the process for developing a "Rapid Learning Experiment" to test your countermeasures. "Go and See" will be a key component discussed within the steps of the PDCA problem-solving process.

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

• Further enhance the use of PDCA and Lean Problem Solving to improve processes
• Transition the most likely cause of a problem into a countermeasure
• Develop a "Rapid Learning Experiment" for testing a Countermeasure
• Visually manage "Rapid Learning Experiments" and transform these into sustainable process improvements

1-Day Workshop
June 3rd
8:00 AM - 4:00 PM
Price: $800 ($600 for Summit attendees)

Instructor:

Steve Player

Is your organization at a point in its lean journey when leadership is becoming aware of the waste inherent in the budgeting process? 
Learn how leading-edge organizations have eliminated the traditional budgeting process and thousands of wasted hours of talent, in favor of a more dynamic way of managing financial performance.  These organizations have found that budgeting, based on developing financial targets, and pushing the organization to reach them, is both a philosophical road block to lean thinking and a process with tremendous waste. Therefore, they have found ways to successfully eliminate budgeting while more effectively achieving the legitimate objectives of planning and control.   During this workshop participants will learn and practice how to apply the 12 Beyond Budgeting principles to the current budget processes to maximize performance.  

Following this session, participants will be able to:

• Identify the waste that fills traditional budgeting practices and what lean finance can do that is more effective.
• Describe how leading-edge lean healthcare organizations have already eliminated annual budgets.
• Recognize how the 12 Beyond Budgeting principles lead to a more accountability and a higher performing organization.
• Develop a specific case for change and action plan for improvement.
• Determine how finance can truly support lean implementation.

Who Should Attend: CFO's, controllers, directors of financial planning and accounting, senior leadership team members, and lean implementation leaders.

1-Day Workshop
June 3rd
7:00 AM - 5:00 PM
Price: $1000 ($750 for Summit attendees)

Instructor:

Marc Taub, MD

Are you a physician practicing in a lean organization and would you like to gain a deeper understanding of what lean means for you and your patients?

During this one-day innovative training seminar for lean physicians, held at a healthcare organization, your colleagues with lean experience show you how the principles of lean can be applied to improve your practice and benefit your patients. Activities for the day include classroom discussion, practical exercises, and visits to care delivery areas to observe lean leaders and optimized patient flow. Participants will also practice how to accelerate problem solving through the application of improvement kata.

Key objectives for participants:

• Define the connection between your work and the principles and language of lean
• Discuss the role of physicians in the adoption of lean
• Outline your personal roadmap to use lean thinking to improve your care processes

Who Should Attend: Physicians only please

Note: This workshop will be held at Memorial Care. Transportation will be provided to and from the hotel.

2-Day Workshop
June 2nd - 3rd
8:00 AM - 4:00 PM
Price: $1600 ($1200 for Summit attendees)

Instructor:

Eric Ethington

The purpose of this workshop is to explore the lessons and insights of Managing to Learn from four perspectives.

Note: each participant will receive a copy of Managing to Learn.

First participants will explore the requirements of sound A3 thinking and management by following the stages of learning illustrated in Managing To Learn (MTL). MTL describes how a young manager learns to handle a significant problem-solving responsibility by creating an A3 that earns him the authority to address the problem in the ways he proposes. This occurs as he is coached on his problem solving and A3 thinking by his boss and mentor. He steadily uses the knowledge he is learning to revise his initial "jump-to-a-solution" A3 into an effective PDCA story. Participants will examine how the A3 changes with each revision, what the young manager has learned about the A3 thinking, the A3 process that he applies in each revision, and what the course of his development indicates about the deep problem-solving focus that characterizes lean thinking.

Second participants will have the opportunity to develop their own eyes and ears to recognize effective A3 stories. They will describe the problem-solving thinking that is required in each section of the A3 for the PDCA story it tells to be effective. Participants will read several A3s and discuss how they would coach the authors to improve them. They will then be given final versions of the A3s and asked to determine if they are more effective and why they are more effective than the originals.
Third participants will create the Title, Background, Current Situation, Goal, Analysis, and Recommendations sections of an A3 for a problem-solving responsibility in their own work. Participants are asked to bring real A3s they are already working on for this exercise, or they may begin a new one during the class. They will work in small groups to read, discuss, and evaluate each other's A3s. They will coach each other as authors of their respective A3s offering guidance to consider ways their PDCA stories could be improved.

Fourth participants will learn various forms and uses of the A3 format. Examples from Managing to Learn will be highlighted, along with others. Topics that will be examined include:

Following this session, participants will be able to:

• Identify types of A3 stories and how the format differs for each

• Discuss the role of A3 in the nemawashi process for gaining alignment with stakeholders in a problem situation and seeking their agreement with proposed countermeasures or improvements

• Describe ways that an A3 functions as a change management tool, a general management tool, a human development tool and a knowledge sharing tool

• Identify A3 formats and uses of A3 as a management process

• Perform the three basic roles of the A3 process: writing an A3 (Author/Owner); reading A3s (Responder); coaching others about their own A3s (Coach) 

June 6th
8:00 AM - 1:00 PM
Price: $100*

Take advantage of your time at the Lean Healthcare Transformation Summit in Los Angeles and experience the learning at MemorialCare Health Services (MHS) in Long Beach, CA, on Friday, June 6, 2014. At year eight in a lean implementation journey, MHS will showcase improvement efforts at Long Beach Memorial Medical Center and Miller Children's Hospital Long Beach campuses.
These facilities will highlight successive long-term lean improvement lessons and results in both inpatient and outpatient areas, such as Emergency Services, Pediatric Chronic Disease Clinics and Acute Care, Adult Medical Acute Care, Pharmacy and more, including:

• On visits to key value stream areas, you'll speak with leaders, physicians and staff to learn first-hand about multi-year progressive break-through project leadership, management, and continuous improvement systems activities.
• See for yourself the purpose, learning and gains achieved in key areas from implementing the 10 components of a lean management system.
• See and hear about the organizational development plan to support people (our leaders, physicians, staff, and facilitators) in fostering a learning culture and spreading the lean mindset, methods, and management system.

Who CAN Attend: *Only HVN and CBIN members can attend this event.