The Lean Business Transformation & Operational Excellence in Healthcare Summit (BTOESHEALTH)

Creating High-Reliability Organizations in Healthcare. The Best Thinkers. The Most Engaging Event.

Agenda

Skill Development Workshops Main Summit Main Summit
show all Transitioning to Lean Sustainable Performance Improvement Lean Leadership & Culture

Pre-Summit Day | Skill Development Workshops | 15th May 2018

Marigny I & 2 | Registration, Breakfast & Networking

Break into Workshops

Marigny 1 | Workshop A | Sustainable Performance Improvement

Kata Coaching & Humble Enquiry
  • What is Coaching Kata and Humble Enquiry?
  • Developing questioning styles
  • Socratic coaching instead of directive coaching
  • Understanding the cycle of Coaching Kata and Improvement Kata
  • Coaching the learner and the coach
  • Creating coaching partnerships

  • Chuck DeBusk
    Vice President; Performance & Process Improvement
  • Paula Antognoli
    Project Manager

Marigny 2 | Workshop B | Lean Leadership & Culture

Engaging Physicians in a Shared Improvement Agenda

In this dynamic, interactive session, participants will:

  • Discuss pervasive concerns and challenges regarding physician engagement 
  • Hear from leading physician executives on why physicians must lead change to address clinical challenges and concerns in hospitals
  • Quantitatively assess their organizational “PEF” (Physician Engagement Factor)
  • Learn essential tools and methods that engage physicians and reconnect them with a sense of purposeful work
  • Interact with change agents who have inspired clinical and operational transformation within their own organizations
  • Understand the role of CEO/CMO-led hospital communications for successful physician engagement and buy-in

 


  • Erin Zeringue
    President
  • Dr Flip Roberts
    MD, VP Clinical Affairs

Uptown 1,2, 3 | Workshop C | Sustainable Performance Improvement

A Patient Centric Process Improvement Care Pathway for Total Joint Arthroplasty in a Safety Net Hospital
  • Performing gap analysis
  • Developing patient centric best clinical pathway
  • Standardization that reduces user error and increases efficiency
  • Effective communication tools to enhance patient safety
  • Ensuring sustainability in a clinical process
  • Creating a pathway that has potential for replication across facilities

  • Dr Rohit Hasija
    Physician & Program Director Hip and Knee Center

Marigny 1 & 2 | Coffee Break & Networking

Break into Workshops

Marigny 1 | Workshop D | Transitioning to Lean

So You Want to Start Doing Lean…?

I’ve got a great idea, let’s improve our quality and lower cost!  I’m not sure how to do that but my Toyota is pretty awesome so let’s figure out what they do.  Attend the workshop and laugh along (because crying isn’t an option!) while being regaled with real world examples of what not to do when trying to implement Lean in Healthcare.

  • Ways to kick it off depending on who told you to do it
  • Create a structure that minimizes the number of yearly evaluations you have to do
  • Picking projects, assuming you have a choice
  • Calculating ROI (I have no idea, I just use lots of big words and talk fast)
  • Different ways to roll this out and not lose your job

Be prepared to fill out your own A3 on your organization’s decision to go Lean (mainly because I only have 60 minutes of material and it’s a 90 minute workshop).

 

 



  • Mustafa Abdulali
    Director of Lean Transformation

Marigny 2 | Workshop E | Lean Leadership & Culture

Paradigm Shift: Gaining Buy-In from Lean Leaders and Driving for a Performance-Based Culture

  • Do you know what your CEO wants?
  • Creating a strategy for buy-in, implementation, and sustainability
  • Tackling challenges and bottlenecks in the organization

 At Kaiser Permanente (KP), labor union and company leaders and employees have worked under an historic “Labor-Management Partnership” (LMP) for more than 20 years.  Frontline departments, supervisors, and providers use interest-based problem solving and consensus decision making processes to address day-to-day operations and to execute key change initiatives.  Since 2012, facilities in the Central Valley Area of California have combined Lean (and other PI) methodologies with information from the best minds on change management, design thinking, and culture transformation to develop leadership from an ontological perspective, to address the source and barriers to taking true action to impact Unit-Based Team (UBT) performance.

Attendees of this workshop will get an overview of this approach, with specific KP examples where the actions and results trumped the usual reasons, excuses, and justifications that maintain the status quo.  Using “experiential learning” techniques from the Central Valley’s unique leadership development curriculum, participants will have the opportunity to generate new perspectives about a real problem they face in their current role, and develop new steps to take, inside an innovative case for action.  

  • Geoffrey Gamble
    Senior Consultant P.I & Employee Engagement

Uptown 1, 2, 3 | Workshop F | Sustainable Performance Improvement

Spectrum Health Improvement Prioritization
  • Transparency of Performance - highlighting problems and making them visible
  • Improvement projects tracked by the Obeya and iHub work
  • Delivery of Care  designed around the patient
  • Payment and incentives based on value and outcomes
  • Transformation House link
  • Primary focus is on Management System and Leadership Behaviours

  • Steve Stenberg
    Senior Director
  • Jim Crocker
    Process Improvement Manager

Esplanade 2 | Lunch Break & Networking

Break into Workshops

Marigny 1 | Workshop G | Transitioning to Lean

Introduction to High Reliability Organizations

This 2.5 hour highly interactive workshop will focus on introducing healthcare systems at the start of the lean journey to becoming a High Reliability Organizations, drawing examples from the experience of the participants to illustrate what happens when these principles are followed - and when they are not. Because High Reliability Organizations can only mature in an environment where staff are comfortable recognizing and reporting problems, this discussion is paired with an examination of the concept of Just Culture.



Following the workshop, participants will understand:

  *   The five key principles of High Reliability Organizations
  *   The concept of Just Culture
  *   The impact of "drift" in a healthcare organization
  *   The Unsafe Acts algorithm

  • Bruce Darrow
    Chief Medical Information Officer

Marigny 2 | Workshop H | Sustainable Performance Improvement

Aligning Strategy & Execution
  • Creating a framework
  • Re-engineering culture to deliver value 
  • Achieving sustainable transformation

By attending this workshop, delegates will learn the how aligning a project portfolio can drive the organization’s strategic plan. The framework they develop in the planning stage of the PDSA cycle sets the tone for overall success. Re-engineering the culture to communicate through cross-functional and multi-disciplinary teams will drive value and ensure sustainable transformation.

 

  • Tracy West-Grubb
    Chief of Staff & Area Vice President of Operations

Uptown 1, 2, 3 | Workshop I | Sustainable Performance Improvement

Building a High Reliability Culture in Healthcare
  • High Reliability in Health Care: What does it look and feel like?
  • The Virtuous Cycle of a Positive Safety Culture
  • The Current State of Process Improvement in Health Care
  • Why Best Practices are No Longer Best Practice
  • Assessing a Hospital’s Readiness for a High Reliability Journey

In the pursuit of excellence, organizations that manage safety hazards extremely well and do so consistently over long periods are high reliability organizations (HROs). Well-known examples of high reliability organizations include the nuclear power industry and commercial air travel. HROs maintain levels of safety and quality that have not been achieved in health care. High reliability health care refers to patient care that is consistently excellent and safe over long periods across all services and settings.  Although many health care organizations have recognized that zero patient harm is achievable and have made high reliability a goal, few have made the long-term commitment to making the changes required to achieve this.

Attendees of this workshop will have an opportunity to dive deeper into what high reliability in health care actually means – for leaders, for managers, and for front-line staff. We will overview the “state of the union” of process improvement and safety culture in health care today and explore a robust process improvement tool set, which has proven to be up to the challenge of getting to zero harm.

In addition, the workshop will include an introductory demonstration of high-reliability related tools, including Oro® 2.0, an innovative high reliability organizational self-assessment tool already available at no cost to all Joint Commission-accredited hospitals.


  • Dr David Grazman
    Center Business Development Director

DAY 1 | Main Summit | 16th May 2018

Esplanade 2 | Registration, Breakfast & Networking. Time to view Poster Presentations

Esplanade 1 | Welcome & Opening Remarks by the Chair

| General Session

Chairman's Welcome

Introducing the BTOES Health Chairman Blan Godfrey, Past President, Institute of Healthcare Improvement (IHI)

  • Dr. A. Blanton Godfrey
    Distinguished University Professor

Opening Keynote

Esplanade 1 | OPENING KEYNOTE | General Session

Sustainable Performance Improvement: The Intermountain Operating Model

Gaining support from the wider organization is absolutely crucial for the successful and sustainable filtering of any methodology. How does Intermountain Healthcare do this?

  • Achieving significant results in a short timeframe
  • Engagement of team members
  • Large scale roll out of performance improvement methodology
  • Fast scale up of improvement in the organization

  • Scott Saxton
    Continuous Improvement Executive Director

Esplanade 1 | Featured Keynote

Keynote | General Session

How Can Healthcare Create High Reliability Organizations Using Continuous Improvement Methodologies?
  • Increasing the level of understanding across the organization
  • Aligning strategy, processes and systems
  • The importance of leadership

  • Bruce Darrow
    Chief Medical Information Officer

Esplanade 2 | Morning Refreshments and storyboard/poster viewing time

Esplanade 1 | Featured Keynote

Keynote | General Session

What is the Role of Leadership in High Reliability Transformation?
  • High Reliability: What does leadership need to look like to get there?
  • The CEO Profile
  • Giving support to the transformational initiatives
  • Creating a strategy to gain buy in front line staff

  • AnneMarie Benedicto
    Vice President

Esplanade 1 | Featured Keynote

Keynote | General Session

Transitioning to Lean

What advice would Nemours Medical Center's President & CEO give to organizations transitioning to lean or any other performance improvement framework?

  • How to get first leadership commitment
  • How to select your first set of quick win projects
  • How to accelerate the embedding of business process improvement through the organisation

  • Michael Johnston
    President & CEO

Esplanade 1 | 45 Minute Panel Session with Keynote Speakers

| General Session

Keynote Speaker Panel Discussion

  • Bruce Darrow
    Chief Medical Information Officer
  • AnneMarie Benedicto
    Vice President
  • Michael Johnston
    President & CEO
  • Scott Saxton
    Continuous Improvement Executive Director

Esplanade 1 | Panel Discussion

Panel Discussion | General Session

ASK THE CEO: What do CEOs want from Lean? How do they evaluate ROI? What impact do they look for before approving initiatives?

 

  • Edgardo Tenreiro
    CEO
  • MaryEllen Pratt
    CEO
  • Kenneth J. Cochran
    President & CEO
  • John Ludwig
    President & CEO
  • Michael Johnston
    President & CEO

Esplanade 2 | Sit Down Full Service Plated Lunch & Networking.

Break into Track Sessions

Esplanade 1 | Track A | Transitioning to Lean

Transitioning to Lean

Introducing the Transitioning to Lean Moderator, Paula Antognoli, Project Manager, UHS of Delaware

  • Paula Antognoli
    Project Manager

Esplanade 1 | Track A | Transitioning to Lean

Training New Physicians in Lean Healthcare Improvement

As the practice of medicine evolves, so must the training of new physicians.  Learn how NCH Healthcare System is using Lean methodology in their graduate medical education program to prepare internal medicine residents for their future careers as practitioners and physician leaders.

  • Create a Lean curriculum for resident education
  • Apply Lean learning to Quality Improvement projects
  • Recognize challenges to implementation within the Graduate Medical Education framework

Hear how to develop a Lean curriculum at your institution to train physicans for the challenges of providing lower cost and higher quality care.

 

 

  • Mustafa Abdulali
    Director of Lean Transformation
  • Dr. David Linz
    Chief Medical Informatics Officer

Marigny 1 | Track B | Sustainable Performance Improvement

Sustainable Performance Improvement

Introducing the Sustainable Improvement Moderator Laura Winner, Senior Director, John Hopkins Institute ( Armstrong Institute)

  • Laura Winner
    Senior Director, Lean Sigma Deployment

Marigny 1 | TRACK B | Sustainable Performance Improvement

Do We Need A Lean Team?
  • Understanding the vision and true north for the Lean Promotion Office
  • Measuring the success of the Lean team
  • Developing the reporting structure
  • Roles and responsibilities within the Lean team

  • Didier Rabino
    Vice President, Executive Lean Sensei

Marigny 2 | Track C | Lean Leadership & Culture

Lean Leadership & Culture

Introducting the Lean Leadership & Culture Moderator Kenneth Cochran, CEO, Opelouses Hospital

  • Kenneth J. Cochran
    President & CEO

Track C | Lean Leadership & Culture

Tackling Challenges and Bottlenecks in the Organization
  • What does it mean to be Lean and what is the next step?  A case study.
  • How does your transformation team balance results with the goal of developing others?
  • How do you make operational excellence part of the day job for middle leaders?
  • How do you tailor the journey to individuals while maintaining simplicity when addressing the all ?

Learn about Baptist Health Care's "Journey" to excellence.  We will discuss the path we have walked and what we have learned along the way, as well what we would do different. Baptist Health Care has enjoyed great success on quality, service and financial disciplines.  The operational excellence framework that has evolved has largely contributed to ongoing frontline engagement and successes. This is done with one eye on objectives and two eyes on culture.  Baptist now turns it's attention to aligning the framework and the workforce and enabling senior leaders to begin using deploying tools in ways that generate step improvements that should become the fabric of our operations going forward. 

 

  • Adam Johnson
    Corporate Director - Organisational Transformation

15 minute Changeover Period

Break into Track Sessions

Esplanade 1 | Track A | Transitioning to Lean

Quick Wins: Selecting 1st Projects
  • Getting first leadership commitment
  • Keeping it simple: don’t use too many tools or techniques
  • Start with receptive teams or areas of business

  • Christopher Govero
    Executive Director of Performance Improvement and Outpatient Services

Marigny 1 | Track B | Sustainable Performance Improvement

Our Journey Toward A High Reliability Organization (HRO) with the Patient Experience an Important Focus
  • Creating ownership and accountability
  • Get real buy in and team movement
  • Coaching, teaching and training

  • Valentine Boving
    Senior Healthcare Systems Engineer, Office of Performance Improvement

Marigny 2 | Track C | Lean Leadership & Culture

Effective Physician Engagement
  • Creating common purpose to select projects that will delight physicians 
  • Assessing your organizations LEAN Six Sigma “PEF” (Physician Engagement Factor)
  • Learn essential tools and methods that engage physicians and reconnect them with a sense of purposeful work

  • Erin Zeringue
    President
  • Dr Flip Roberts
    MD, VP Clinical Affairs

Esplanade 2 | Afternoon Refreshments and Storyboard/Poster Viewing Time

Break into Track Sessions

Esplanade 1 | Track A | Transitioning to Lean

Re-engineering Process Transformation for Healthcare
  • Creating a single vision, system and strategy
  • Integrating multiple, different methodologies
  • Aligning methodologies throughout the organization

  • Joseph Perno
    Medical Staff Affairs Officer

Marigny 1 | Track B | Sustainable Performance Improvement

Shifting from a Lean Projects Focus to a Lean Management Focus

This presentation describes the experiences, since 2014, of implementing and sustaining a Lean Daily Management System in a healthcare organization across 3 states, 10 hospitals, and 70 clinics. Approximately 400 units and 14,000 caregivers are engaged in daily clinical and operations readiness and improvement, along with daily escalation of barriers to leadership for resolution.

  • ·         The motivation behind shifting from a Lean projects focus to a Lean management focus
  • ·         The elements of the PeaceHealth Lean Daily Management System
  • ·         The phased implementation, incorporating feedback and standards
  • ·         Implementation and sustaining successes and failures
  • ·         Incorporating quality initiatives like patient safety, clinical excellence
  • ·         Incorporating operations initiatives like length of stay, clinic slot utilization

  • Kristin Haydon
    MPH BSN RN-BC CPHQ, Senior Specialist Performance Improvement

Marigny 2 | Track C | Lean Leadership & Culture

LHA LEAN Six Sigma Roll Out with 40 Hospitals Across the State

  • Michelle D Smith
    Project Director

3 SESSIONS

Esplanade 1 | Track A | Transitioning to Lean

45 Minute Panel Discussion

  • Paula Antognoli
    Project Manager
  • Mustafa Abdulali
    Director of Lean Transformation
  • Dr. David Linz
    Chief Medical Informatics Officer
  • Christopher Govero
    Executive Director of Performance Improvement and Outpatient Services
  • Joseph Perno
    Medical Staff Affairs Officer

Marigny 1 | Track B | Sustainable Performance Improvement

45 Minute Panel Discussion

  • Didier Rabino
    Vice President, Executive Lean Sensei
  • Valentine Boving
    Senior Healthcare Systems Engineer, Office of Performance Improvement
  • Kristin Haydon
    MPH BSN RN-BC CPHQ, Senior Specialist Performance Improvement

Marigny 2 | Track C | Lean Leadership & Culture

45 Minute Panel Discussion

  • Adam Johnson
    Corporate Director - Organisational Transformation
  • Erin Zeringue
    President
  • Michelle D Smith
    Project Director

Esplanade 2 | Cocktail Reception

DAY 2 | Main Summit | 17th May 2018

Esplanade 2 | Breakfast & Networking

Esplanade 1 | Chairperson’s Recap from Previous Day and Opening Remarks

| General Session

Chairman's Recap

Introducing the BTOES Healthcare Chairman Blan Godfrey, Past President, Institute of Healthcare Improvement (IHI)

  • Dr. A. Blanton Godfrey
    Distinguished University Professor

Esplanade 1 | Featured Keynote

Keynote | General Session

Successfully Adapting Improvement Methodologies to Multiple Cultures

Through the application of multiple improvement methodologies, Cedars-Sinai continuously adapts to meet the needs of different cultures.  In this presentation, you will hear about challenges, successes, and case studies that require the team to remain agile.  Learn about how we develop strategies and facilitate change to improve value across the health system.

  • Background 

o    About Cedars-Sinai

o    Structure at Cedars-Sinai

o    Lean at Cedars-Sinai 

  • Challenges 

o    Challenges in gaining buy-in

o    Internal Lean Consultancy model

  • Strategies for success 
  • Case Study/Project Examples
  • Sustainment

 

  • Katie Gurvitz
    Director Performance Improvement

Esplanade 1 | Featured Keynote

Keynote | General Session

Executive Leadership Drive Improvement Project Implementation, Culture Change & Associate Development

 

  • Leading a culture change across operations & support services through work in the revenue cycle, patient throughput work, and lean skill development.
  • Executive sponsorship of enterprise-wide improvements implemented to approximately 90 sites and 1300 Associates. Overview of project life cycle, executive involvement, implementation, and successes and challenges associated with the work.
  • Successes & challenges to getting senior leaders consistent engagement in improvement efforts.
  • Providing ongoing education, development opportunities, and structure around problem solving for Associates to enhance their skillset and leadership ability at all levels.

 


  • Hal Williams
    Operational Vice President - Finance

Esplanade 2 | Morning refreshments and Storyboard/Poster Viewing time

Esplanade 1 | Panel Discussion

Panel Discussion | General Session

Quantifying Transformational Activity and Investment?
  • ROI in transformation?
  • What have organisations really got out of it?
  • Is it worth the time and money?
  • How can organisations quantify and measure these outcomes?

  • Dr. A. Blanton Godfrey
    Distinguished University Professor
  • Mustafa Abdulali
    Director of Lean Transformation
  • Jesse Tamplen
  • Michael Johnston
    President & CEO

Esplanade 2 | Full Service Plated Lunch

Break into Track Sessions

| Transitioning to Lean

Transitioning to Lean

Introducing the Transitioning to Lean Moderator Steve Stenberg, Senior Director, Spectrum Health

  • Steve Stenberg
    Senior Director

Esplanade 1 | Track A | Transitioning to Lean

10 Top Tips for Implementing Lean Successfully

From a successful lean healthcare system, we will hear what the 10 most important things any organization new to lean needs to put in place as soon as they get back to their office to set themselves up successfully on their lean journey.

 

  • The basics: department structure
  • Culture change
  • Buy-in
  • Training employees: who to train, what information and content to provide
  • Visibility
  • Making Lean, and Process Improvement the culture
  • Change Management: from the front line to the C Suite

 

The program will allow for an overview of lessons learned and will aim to have open discussion about problems faced in healthcare today: how to get employees to buy in to change and trust that change and financial impact does not equate to layoffs. Additional takeaways will be sustainability of processes and brainstorming approaches to use. The program will be mostly interactive with discussion of lessons learned in the healthcare setting and the importance of innovation, and change management when integrating Lean and Process Improvement methodologies in a healthcare setting.

  • Scott Saxton
    Continuous Improvement Executive Director

TRACK B | Sustainable Performance Improvement

Sustainable Performance Improvement

Introducing the Sustainable Performance Improvment Moderator Valentine Boving, Senior Healthcare Systems Engineer, Office of Performance Improvement, The University of Texas MD Anderson Cancer Center

  • Valentine Boving
    Senior Healthcare Systems Engineer, Office of Performance Improvement

Marigny 1 | Track B | Sustainable Performance Improvement

Sharp Healthcare: Creating a More Reliable Patient Experience

Healthcare is rapidly moving toward the adoption of a high reliability framework which is designed to reduce harm and improve quality.  While we may agree with this in concept, how do we achieve the necessary cultural transformation?  Do we adopt an entirely new performance framework, or can we integrate and align goals within existing initiatives that we know are vital to success?

In 2001, Sharp HealthCare launched “The Sharp Experience”, a performance improvement initiative designed to transform the health care experience with the goals of making Sharp the best place for employees to work, the best place for physicians to practice medicine and the best place for patients to receive care.  Over the past seventeen years Sharp has incorporated many tools, practices and principles into our work, advancing The Sharp Experience. 

This session will take participants on Sharp HealthCare’s journey in pursuit of high reliability, including how the decision to integrate this initiative into The Sharp Experience has re-engaged an organizational commitment to the patient, physician and employee experience across the organization. The speaker will share approaches, tools and lessons learned in pursuit of a culture of reliability, safety and respect.


  • Amy Kosifas
    Director

| Lean Leadership & Culture

Lean Leadership & Culture

Introducing the Lean Leadership & Culture Moderator Laura Winner, Senior Director Lean Sigma Development, John Hopkins Institute (Armstrong Institute)

  • Laura Winner
    Senior Director, Lean Sigma Deployment

Marigny 2 | Track C | Lean Leadership & Culture

5 Effective Strategies for Engaging Physicians

Learners will:

  • Hear from a practicing physician leader on how to effectively engage physicians in leading improvement initiatives
  • Learn essential methods for creating connections that support change management
  • Practice using tools to improve communication and leverage influence

  • Lei Choi
    Medical Director of Lean Transformation

15-minute changeover period

Break into Track Sessions

Esplanade 1 | Track A | Transitioning to Lean

Planning, Strategy & System Transformation

This health system will explain how they transformed their whole strategic approach: what they decided to do, why they decided to do it and what outcomes they were looking for and how they measured those outcomes  


  • Geoffrey Gamble
    Senior Consultant P.I & Employee Engagement

Marigny 1 | Track B | Sustainable Performance Improvement

Keeping Performance Improvement Front of Mind

Panel Discussion
  • Creating ownership and accountability
  • Get real buy in and team movement
  • Coaching, teaching and training

  • Cristina Jones
    Manager, Enterprise Improvement
  • Cody Schmits
    Director, Transformation and Process Integration
  • Dr. Tom Muha
    Director

Marigny 2 | Track C | Lean Leadership & Culture

The Journey to True North

Defining Purpose, Growing Leaders

  • Background of Lean at UCSF Health
  • Defining true north to align the work through Active Daily Engagement
  • Aligning the metrics to align the work with True North Boards
  • What does this work require from leaders?
  • What are some best practices for developing our people we are learning about at UCSF Health
  • Share challenges and examples from our journey 

Learners will:

•Discovery how UCSF established True North across the enterprise and with affiliates 

•Learn how Active Daily Engagement unlocks the creative capital of our people 

•Hear lessons learned for an academic medical center's lean journey

  • Jesse Tamplen

1 SESSION

15-minute changeover period | General Session

15-minute changeover period

1 SESSION

Esplanade 1 | General Session

Round Tables on Key Pressing Issues & Future Trends

Choose 1 of 11 Roundtable Discussions - the Round Table Facilitator will raise in 5-7 minutes a key pressing issue, the discussion is turned over to the table for 25 minutes of questions and discussion, after which all participants switch tables. Pick the table with the pressing issues or future trends most aligned to you! There is time for 2 x 30 minute round table discussions.

RT1   A Patient Centric Process Improvement Care Pathway for total joint arthroplasty in a safety net hospital, Rohit Hasija, Programme Director Hip and Knee Center, NYC+ Health System

RT2   Removing Barriers to Lean: A Leaders Imperative, Kenneth Cochran, Chief Executive Officer, Opelouses Hospital

RT3    Strategy Deployment & Organizational Alignment of the work, Steve Stenberg, Senior Director, Process Improvement, Spectrum Health

RT4    Physician & Frontline Staff Engagement, Jesse Tamplen, Director of Lean Quality Built In UCSF Benioff Children's Hospital & Lei Choi, Medical Director, UCSF Health

RT5    Right Care, Right Setting, Right Cost,  Tracy West-Grubb, former Improvement Advisor, John Hopkins All Children’s Hospital

RT6   Effective Physician Engagement, Erin Zeringue, President, A3 Healthcare

RT7   Creating a More Reliable Patient Experience, Amy Kosifas, Director, Sharp Healthcare

RT8   The Lean Team, Didier Rabino, VP Executive Lean Sensei, Fairview Health System

RT9 Building a High Reliability Culture, David Grazman, Director, Business Development, Joint Commission Center for Transformation Healthcare

RT10 Executive Leadership to Drive Improvement, Hal Williams, Vice President Operations, Nemours

RT11 Delivering Extraodinary Results by Creating a Transformational Movement , Julie Griffin, Patient Care Director Neuroscience & Ray Brand, Performance Improvement Specialist, Barnes Jewish Hospital

  • Dr Rohit Hasija
    Physician & Program Director Hip and Knee Center
  • Kenneth J. Cochran
    President & CEO
  • Steve Stenberg
    Senior Director
  • Jesse Tamplen
  • Lei Choi
    Medical Director of Lean Transformation
  • Tracy West-Grubb
    Chief of Staff & Area Vice President of Operations
  • Erin Zeringue
    President
  • Amy Kosifas
    Director
  • Didier Rabino
    Vice President, Executive Lean Sensei
  • Dr David Grazman
    Center Business Development Director
  • Julie Griffin
    Patient Care Director Neuroscience
  • Ray Brand
    Senior Performance Improvement Engineer
  • Hal Williams
    Operational Vice President - Finance

Esplanade 2 | Afternoon refreshments and storyboard viewing time

1 SESSION

Closing Keynote Presentation | General Session

Delivering Extraordinary Results by Creating a Transformational Movement

  • Julie Griffin
    Patient Care Director Neuroscience
  • Ray Brand
    Senior Performance Improvement Engineer

0 SESSIONS

Additional information