Brought to you by the ThedaCare Center for Healthcare Value, Lean Enterprise Institute and the Members of the Healthcare Value Leaders Network.

At the Lean Healthcare Transformation Summit, you will learn directly from pioneering healthcare executives and leaders from the Healthcare Value Leaders Network who have had remarkable successes using lean thinking, to improve value to the patient. These leaders will share their knowledge about how to move from isolated islands of kaizen and the random application of tools, to a sustainable lean healthcare model, connecting the entire system of care.

Come spend two intense days in an intimate setting, learning from thought provoking keynotes, a topical panel discussion, interactive learning sessions and the industry's very best networking. There's no better opportunity to forge new relationships, hear actionable, no-nonsense advice from pioneers in the Healthcare Value Leaders Network and gain new perspectives no matter where you are in your lean journey.

Keynotes with John Toussaint and Jim Womack, two icons in the lean community.
During Plenary Sessions, you'll hear Network executives describe the essential business cases for adopting lean healthcare, and explain why they view lean as a strategic initiative.
During Breakout Sessions, leaders from each organization build on the plenary discussions by providing detailed descriptions of how and why particular methodologies were used, what challenges they overcame, and what results were achieved.
Concurrent Learning Sessions offer practical methodologies in small interactive sessions where you can learn, discuss, and reflect.
Pre-Summit Workshops build skills or introduce concepts that you'll need to make your transformation successful and sustainable.
The CEO Panel is your chance to hear and ask questions with senior leaders who are directly engaged in their organization's lean transformation
Limited attendance gives you ample time for discussions and follow-up questions.
Summit networking is a high priority with breaks, receptions, and luncheons providing many formal and informal ways for you to connect with counterparts who are tackling the same challenges that you face today. Don't forget your business cards!
Continuing Education Information for Participants (click on this link for complete CME/CNE/ACHE Category II credit information) CME for physicians - This activity has been approved for AMA PRA Category 1 Credit™. CNE (nursing contact hours) for registered nurses ACHE Category II Credit for healthcare executives

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 organizations. Don't go it alone! Learn together with colleagues, it's an excellent way to get your team on the same page.

The Lean Healthcare Transformation Summit is brought to you by the Healthcare Value Leaders Network, a partnership between the ThedaCare Center for Healthcare Value and the Lean Enterprise Institute. Our partnership brings together two of the world's leaders in lean thinking, with a combined 20 years of experience in lean implementation and education. Our combined mission is to fundamentally improve healthcare delivery through lean thinking.

Established in 2009 with 14 original members, the Healthcare Value Leaders Network unites healthcare leaders through peer-to-peer learning experiences in real world settings. Together, these leaders develop relationships, share knowledge, conduct experiments and access the best resources to accelerate their organization's system transformation. The Network now consists of 36 organizations across North America.

The Annual Lean Healthcare Transformation Summit is one of the ways we share our learnings with the world. To learn more about the Network, the organizations and our work, visit www. HealthcareValueLeaders.org.

Keynote: "Improving Healthcare Value: The Time Has Finally Come!" by John Toussaint, MD, CEO of the ThedaCare Center for Healthcare Value, and co-author of the book On the Mend. The government, employers, and insurers have finally begun to understand what lean thinkers in healthcare have been talking about for a decade: focusing on customer value delivers lower costs and higher quality. In this keynote presentation, John will focus on healthcare pilots involving customer value creation by providers and the employer benefits and redesigned payment systems necessary to support it.

Keynote: "The Need for Horizontal Thinking in Healthcare" by Jim Womack, Ph.D, co-author of Lean Thinking, Lean Solutions, The Machine That Changed the World, Seeing the Whole, and his latest book Gemba Walks. Healthcare organizations have unusually strong silos, vertical functions for every activity from admission to patient wards to imaging to surgery to discharge. Yet the perfect patient journey calls for an uninterrupted, horizontal progression across these organizational boundaries in the least time, at the lowest cost, with the highest quality, and with the best patient and provider experience. And the same is true for patient journeys in primary care and outpatient services. In this presentation, Jim Womack will talk about the challenge of creating seamless patient journeys and the management and organizational changes that are needed.

In the Plenary Sessions, pioneering leaders from a cross-section of the Healthcare Value Leaders Network will make the cases for their lean transformations by beginning where transformations should begin - the biggest point of need for improvement. In this year's Summit you will hear and learn from executives from St Boniface General Hosptial and Atrius Health.

In the Breakout Sessions, you will have the opportunity to dig deeper into the topics discussed by the Plenary speakers. These sessions are designed to deliver more detail and engage in discussions about what has been done, what's left to do, and what lessons were learned along the way.

"What Would I Do Differently If I Was Good At This?"  Tales from the Road to Perfect Care

Dr. Tétreault will candily reflect on St. Boniface's three-year transformational journey, "On the Road to Perfect Care". Dr Tétreault will share the organization's  "stumbles and fumbles" as well as think out loud about the difference between good leadership and how true artists lead. You will walk away from this thought-provoking presentation with ideas on how to apply Dr. Tétreault's learning curve to your transformation. In this candid discussion, you'll learn:

• Why a lean transformation requires you to transform individually as a leader.
• Why lean tools are great - but people are everything.

In the Breakout, you'll learn more about how St. Boniface leadership is moving from vision to reality by rapidly building an improvement system that leads to a coherent and integrated system of patient care. Bruce Roe, MD Chief Medical Officer, will share lessons and failures they have learned around leadership behavior, pace of change, and organizational alignment and commitment. Dr. Roe will also discuss peer coaching and strategies to engage patients, staff, and physicians in the transformation journey. While there is not a single recipe for success, this discussion of obstacles and achievements in the early stages of a transformation journey, will help organizations as they design their roadmap for a sustainable lean transformation.

The Critical Need for Lean and Innovation in Healthcare Today

We live in a VUCA world - Volatile, Uncertain, Complex, and Ambiguous - to borrow a term from the military. Unfortunately, healthcare's traditional hierarchical management approach lacks the flexibility, adaptive agility, or innovative energy to meet the challenges of this new world. Dr. Lindsey will explain how his organization has been preparing for the future by adopting a lean operating platform for the past three years. He'll also describe the cultural metamorphosis, focusing on governance, distributed leadership, and innovation. He'll cover:

• The paradigmatic redefining of the roles of central and local leaders --perhaps with more questions than answers at the present moment.
• The "need for change" and its related challenges, successes, and lessons.
• How progress was made in a relatively short time, and the gap between goals and current state.
• How a "federalist" model of management distributes leadership, responsibility, accountability, problem solving, and autonomy as close to the customer as possible.

In the breakout session, "Lean, Leadership and Innovation - Unleashing the Potential," Zeev Neuwirth, M.D., S.M., will lead you in a look forward at new conceptual frames being explored by Harvard Vanguard for understanding leadership and innovation. Neuwirth, who is Chief of Clinical Effectiveness and Innovation, will give you examples of design-oriented approaches to organizational change and customer value enhancement. You'll be challenged to look for new forms of waste, flow, pull, and gemba related to the redesign of healthcare delivery. You'll also explore the very real challenge of how to unleash - in a systematic, disciplined, and productive way - the collective potential of individuals to continuously enhance the value delivered to patients, their families, and the communities we serve.

Personalize your Summit experience by exploring topics that you told us were important at last year's summit. In small interactive sessions where you can learn, discuss, and reflect, you'll discover applications and methodologies on the frontier of lean thinking. These sessions will be offered three times during the Summit so you will have the opportunity to participate in multiple sessions.

The most basic definition of an A3 would be a P-D-C-A (Plan-Do-Check-Act) storyboard or report, reflecting Toyota's way of capturing the PDCA process on one sheet of paper. But the broader notion of the A3 as a process - embodying the way of thinking represented in the format - captures the heart of lean management. In this context, an A3 document structures effective and efficient dialogue that fosters understanding followed by the opportunity for deep agreement. It's a tool that engenders communication and dialogue in a manner that leads to good decisions, where the proposed countermeasures have a better chance of being effective because they are based on facts and data gathered at the place where the work is performed, from the people who perform it.

Through instruction, small group discussions and exercises, the learning session participants will:

• Learn the basic formats of A3s and uses of the A3 as a management process
• Gain experience in the three basic roles of the A3 process
  • Writing an A3 (Author/Owner)
  • Reading A3s (Responder)
  • Coaching others about their own A3s (Coach)

Today, medicine is faced with many challenges including increasing costs, decreased reimbursement, physician and staff shortages and outcome-based reimbursement. Rather than eliminating services or personnel, Seattle Children's Hospital has addressed these challenges by eliminating waste using Continuous Performance Improvement (CPI) methodology based on principles from the Toyota Production System. As standardization is the basis for improvement, many institutions have built standard evidence based guidelines, but challenges associated with implementing and sustaining these guidelines often derail the improvement effort.

Through instruction, small group discussions and an exercise, the learning session participants will:

• Learn about CPI, focusing on reliable methods vital for successfully implementing new clinical processes, with specific clinical examples from the Emergency Department, Subspecialty Outpatient Clinic, and ICU settings, focusing on a multidisciplinary collaborative approach to improve the delivery of care in a health system.
• Participate in an interactive panel discussion.
• Gain experience through a hands-on exercise to reinforce the principles of standardization and the development of reliable methods to streamline and hardwire the delivery of care.

The Christie Clinic, one of the largest physician-owned, multi-specialty group medical practices in Illinois, used the Healthcare Value Leader Network Shingo-based assessment process to understand where they were on their lean journey, pinpoint gaps to the desired state, and receive feedback for addressing the gaps.

Through instruction and small group discussion, the learning session participants will:

• Learn the basics of the Shingo model.
• Understand why "fresh eyes" are helpful for defining the current reality of the organization.
• Hear from Christie Clinic executives about the lessons learned from the assessment experience, and how it has accelerated their lean journey.
• Understand what you can do to use an assessment in your organization.

In most health care organizations work is managed as a series of projects but what if leaders could see their work in a different way? What if processes were seen as opportunities for improvement? What if managers, employees, physicians and executives could see waste and defects and were able to improve the work and improve care at the bedside. The Business Performance System is a lean management system at ThedaCare, focused on building a community of problem solvers. This system frees leaders to transform their business - by developing people to solve problems and improve performance.

This learning session will help you:

• Understand the core components of the management system.
• Understand the leader standard work required to create a system of continuous improvement.
• Understand the integration of lean tools such as A3 thinking with leadership standard work to move an organization beyond Value Streams, Events and projects.

How does an organization of thousands of employees effectively harness the best talent from their front line leaders? Akron Children's Hospital truly invests in the concept of Process Improvement Through People Development™ to improve its daily operations and overall patient journey. Through establishment of the Akron Children's Operating System, hear how they have engaged multiple levels of leaders and physicians in A3, Green Belt, Kaizen, and 3P. In addition, learn how the Blue Belt Program teaches leaders how to manage daily through huddles, tier accountability, tracking of metrics, strategic alignment with the rest of the organization, poka yoke, and innovation.

Through instruction and small group discussion, the learning session participants will:

• Learn multiple strategies for engagement of front line leaders- A3, Green Belt, Kaizen, Blue Belt Program.
• Learn how to effectively and efficiently work with business and physician leadership through developing front line leaders.

McLeod Health has been the choice for Medical Excellence for friends, families and neighbors for over 100 years. Lean principles have been used to improve many aspects of healthcare delivery at McLeod - especially patient satisfaction. Through the use of GEMBA walks, focused metrics and service excellence standard work by all staff- the culture of service excellence has been established across the organization. Come hear how McLeod has established the cuture and how you can too.

Objectives:

• Understand the Service Excellence strategy and A3 for McLeod.
• Learn the details of the daily Executive rounds at McLeod and how Patient Satisfaction metrics are shared with the staff, from the top to the front lines.
• Understand the Service Excellence standard work for all employees, including executives and how it is continually reinforced.
• Learn how Service excellence goal and metrics are used throughout the organization.

In this session, you will hear firsthand from healthcare CEOs and senior leaders who are directly engaged in their organization's lean transformation. The CEOs will share their lessons learned - what has worked well and what they wish they had known when they started. Here is your chance to ask questions and hear the perspectives of these accomplished senior leaders and special guest- Gary Kaplan, CEO of Virginia Mason.

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:

• 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.
• June 8th - 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 told us were important to you)

These in-depth one and two-day workshops will help you build practical skills for addressing "people" issues as well as technical ones you will encounter during a lean transformation. For more information on Pre-Summit Workshops click here.

This year's Pre-Summit Workshops are as follows:

• Key Concepts of Lean in Healthcare (2 day)- BEGINNER
• Transformational Leadership (2 day)- ADVANCED
• Creating a Management System (1 day)- ADVANCED (Tuesday)
• Assessing and Accelerating Your Lean Transformation ( 1 day) - ALL LEVELS (Tuesday)

FEES
$1,300 USD (if registered before April 29th)
$1,400 USD

TEAM DISCOUNT
Bring 7, the 8th is free.

The registration fee includes participation in the Summit, participant materials, welcome reception on June 8, and food (breakfast, lunch, and snacks) for both days.

Pre-Summit Workshops are available for Summit attendees on June 7th and 8th for an additional fee.

CONFIRMATION, CANCELLATIONS, AND SUBSTITUTIONS
Once registered, you will receive a confirmation email. To receive a full refund, notice of cancellation must be received by May 14, 2011. Substitutions may be made at any time before June 7, 2011.

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