Workshops on March 13 are conducted in either English or French

Keynotes are in English and simultaneous translated in French

Learning sessions are in English, French, or Dutch

 

Overall Summit Agenda

Pre-Summit Workshops

Summit

Gemba Visits

13 March

14 March

15 March

16 March 

(OPTIONAL)

8:30 AM – 4:30 PM

 

Choose 1 of 5

Pre-Summit Workshops

 

 

8:30      Opening Comments

8:45      John Toussaint Keynote

9:45      Benjamin Garel Keynote

10:45   Networking Break

11:15   Learning Sessions

(choose 1 of 6)

12.30  Lunch

1:30      Learning Sessions

(choose 1 of 6, same as above)

2:45      Networking Break

3:15      Martin Lund Keynote

4:15      Miquel Sánchez

 

8:30      Opening Comments

8:45      Marianne Griffiths Keynote

9:45      Daniel Jones Keynote

10:45   Networking Break

11:15   Learning Sessions

(choose 1 of 6)

12:30  Lunch

1:30      Learning Sessions

(choose 1 of 6, same as above)

2:45      Networking Break

3:15      Patrick De Coster and

Johnny Van der Straeten Keynote

(OPTIONAL)

8:00 AM – 3:00 PM

 

 

 Learning Sessions Agenda

 

14 March learning session

Title

Language

Translation

Nationality

Beginner

Advanced

MD

1

Hôpitaux Universitaires de Genève - Viviane Malet  and Philippe Garnerin

Analyse des flux dans les domaines clinique, support et administratif

French

 

Switzerland

 

 

2

Jake Raymer

Principles of Operational Excellence

English

French

US

 

 

3

CHU Namur

Le Lean intégré à l’activité clinique quotidienne d’une unité médico-technique : l’expérience de la radiologie interventionnelle à Godinne

French

 

Belgium

 

 

4

Paul DeChant

Engaging Physicians: Lean as Preventive Medicine for Burnout in Healthcare

English

 

US

 

 

5

Lean Institute Netherlands - Rene Aernoudt

 

Lean Approaches: pros and cons

Dutch and English

 

Netherlands

 

 

6

Finland - Jyrki Perttunen

Lean transformation at Helsinki and Uusimaa Hospital Distric

English

 

Finland

 

 

 

15 March learning session

Title

Language

Translation

Nationality

Beginner

Advanced

MD

1

Quebec University Hospital - Éric Daneau, Élisabeth Morin and Martin Bergeron

Système de gestion lean-l’expérience au CHU de Québec (Lean Management System-on experience at Centre hospitalier universitaire de Québec)

French

English

Canada

 

 

2

Saint-Luc University Hospital

 An academic hospital 360 OR transformation…and after?

English and French

 

Belgium

 

 

3

Jens Krombach

 

Lean Management in the Perioperative Setting: Getting your ducks in a row

 

English

 

Germany

 

 

4

Antwerp

 Team-led implementation of Lean in outpatient clinics

English

 

Belgium

 

 

5

Netherlands - Kjeld Aij

The Myth of the Problem Solving Leader

Dutch and English

 

Netherlands

 

 

6

Mark Graban

Understanding Variation: Today's Lessons from Dr. Deming's "Red Bead Experiment"

English

French

 US

 

Learning Sessions Description

14 March learning session

Analyse des flux dans les domaines clinique, support et administratif

Presented in French

Presenters: Viviane Malet and Philippe Garnerin

Hôpitaux Universitaires de Genève, Switzerland

L'atelier a pour objectif d'aborder les principes généraux de l'analyse des flux. A travers l'étude d'exemples empruntés à divers domaines de l'activité hospitalière, il explicitera les principales notions, examinera les liens qui les unissent et illustrera la manière de les mettre en œuvre pour améliorer la compréhension des processus. Il soulignera la nécessité d'appréhender les flux sous différents angles temporels notamment grâce à des modalités variées de représentation graphique. En matière d'amélioration des processus, il mettra en évidence la nécessité de maintenir en permanence l'adéquation de la capacité à la demande, et de ce fait, de maîtriser la variabilité pour pouvoir faciliter l'allocation des ressources humaines et matérielles tant au moment du dimensionnement des structures que lors de l'ordonnancement ou de la régulation de leur activité. Enfin, l'atelier insistera sur le caractère "universel" de l'approche en démontrant qu'au-delà de l'analyse des flux de patients ou logistiques, elle peut également être employée dans le cadre des flux immatériels propres au domaine administratif.

L'atelier comprendra un exposé théorique suivi d'une étude de cas tirée du domaine administratif. Au moyen de différents graphiques, elle illustrera les différentes notions présentées et la manière d'utiliser l'information issue de l'analyse pour améliorer les processus métier.

Après la session, les participants seront capables de:

  1. décrire les paramètres caractérisant un flux
  2. décrire l'impact de la variabilité sur la performance d'un flux
  3. décrire les principaux moyens de visualiser les flux

Principles of Operational Excellence

Presented in English

Presenter: Jacob Raymer

The Institute for Enterprise Excellence, USA

In this session we will explore a principle-based approach to lean transformation and how this has been applied to healthcare.  We will discuss key principles that give us deeper insight in how to Align, Enable and Improve your organization.  We will discuss how to shift focus on both results AND behaviours.  We will spend the majority of the time exploring and identifying key behaviours (KBIs) that help organizations accelerate. 

At the end of this session, through instruction, small breakout discussions, and Q&A, attendees should be able to:

  1. Describe the benefit of focusing on principle-driven behavior.
  2. Discuss key behavior indicators (KBI).
  3. Discuss the evolution and integration of tools, systems, and principles.

Le Lean intégré à l’activité clinique quotidienne d’une unité médico-technique : l’expérience de la radiologie interventionnelle à Godinne

Presented in French

Presenters: Deprez Fabrice,Vander Stricht Renaud

CHU UCL Namur, Belgique

 

Alors que l’amélioration continue est censée être l’ADN de la connaissance et de la pratique médicale, le management médical et l’organisation du travail au sein des unités de soins apparaissent souvent rigides et peu ouverts aux changements. Au sein de notre unité de radiologie interventionnelle, nous avons tenté ces dernières années d’intégrer une logique de remise en question des processus et de souhait d’amélioration continue (Lean) à l’ensemble de nos activités quotidiennes, depuis la gestion des rendez-vous, des stocks de matériels, de la facturation des actes, du monitoring des patients, jusqu’à la communication au sein de l’équipe médicale et para-médicale. L’efficacité et la pérennisation du Lean au sein d’une structure de soin ne peut se faire que lorsque l’ensemble de l’équipe - médicale, para-médicale et administrative - y adhère, et l’impulsion du management médical est indispensable. L’intégration de la « pensée Lean » au quotidien permettant alors de s’éloigner des « outils Lean formalisés » pour une mise en pratique continue du « Just do it ».

Après la session, les participants seront capables de:

  1. Intégrer les outils Lean dans le fonctionnement quotidien d’une unité médico-technique
  2. Intégrer la « pensée Lean » dans le management médical
  3. Promouvoir le « Just do it » au quotidien 

Engaging Physicians: Lean as Preventive Medicine for Burnout in Healthcare

Presented in English

Presenter: Paul DeChant, MD, MBA

Simpler Healthcare, USA

Physician burnout is an epidemic impacting 54% of US physicians.  It is worsening despite expanded use of burnout coaches and wellness programs. While invaluable, these services fail to address the root cause of burnout: putting highly motivated, mission-driven professionals into unstable work environments in which they are struggle to succeed. This session will address

  • the manifestations and root causes of burnout,
  • the specific processes by which Lean reduces the impact of these root causes, and
  • approaches to engage leaders and empower frontline caregivers to identify and fix the workplace barriers and frustrations that fuel burnout. 

 

Dr. DeChant will share his insights from his extensive research on burnout and his experience leading the transformation of Sutter Gould Medical Foundation, a 300-physician medical group that increased physician satisfaction from the 45th to 87th percentile. The session will provide actionable insights to help executives understand the importance of participation by the C-Suite in change management.

Attendees will learn practical approaches to Lean leadership and management that align and engage clinicians to transform care on both a macro and micro level, reducing burnout, improving physician satisfaction, and achieving cost savings, quality improvement and increasing patient satisfaction.

At the end of this session, through instruction, small group discussions, and Q&A, attendees should be able to:

  1. Understand physician burnout, its drivers, and strategies to reduce the root causes of burnout
  2. Provide leaders with key actions they can take to reduce and prevent physician burnout in their organizations
  3. Have an action plan for engaging physicians in lean redesign work

Lean Approaches: Pros and Cons

Presented in English and Dutch

Presenter: René Aernoudts

Lean Management Instituut, Netherlands

Effective leadership requires a dual focus: achieve great results through great behavior. Fostering the right behavior in others requires solid relationships built on trust, respect, transparency, and consistency. The results you need to achieve can only be reached through the efforts of your people. As your people learn new skills, and together with leaders, build a workplace that enables and supports the courage and vulnerability required to learn, practice, and master the core practices of Lead with Respect, results and healthy relationships with workers, customers, and suppliers are natural outcomes.

 

In this Learning Session we will present:

  • Several Lean Approaches, like Waves, kaizen weeks, one day problems solves, different educational programs, tool implementation etc.
  • Real life case examples of each approach with results
  • The pros and cons of each approach
  • Insights in when to use which approach, and
  • Key learnings from practice and scientific research

Through instruction, quizzes, and Q&A, at the end of this session, attendees should be able to understand:

  1. Key approaches
  2. When to use which approach
  3. Pros and cons in order to make a good choice and know alternatives

Lean Transformation at Helsinki and Uusimaa Hospital Distric

Presented in English

Presenter: Jyrki Perttunen

Hospital District of Helsinki and Uusimaa,Finland

The Hospital District of Helsinki and Uusimaa (HUS) - is a Joint Authority formed by 24 municipalities. The aim is to offer patients in all member municipalities a timely and equal access to specialized medical care. Population of HUS area as at 31.12.2015 was 1 616 221​. HUS has 23 hospitals and over 22 000 employees. HUS is organized in 12 medical departments, 4 area hospitals and 13 support service organizations. 

HUS started its’ lean transformation on group level in 2014. This presentation tells about the actions taken, results, successes, mistakes made and lessons learned during the first 2.5 years of lean transformation of a very large specialized medical care provider.

Great progress has been made in those departments, area hospitals and support service organizations where management is committed to the transformation and personnel is willing to work across professional boundaries. Now the other departments and area hospitals who have been slower to get started are being woken up by the success of the early adapters.

HUS management does however recognize that HUS still is at an early phase of its’ lean transformation and needs to follow a carefully thought through transformation road map in coming years.

Through instruction and Q&A, at the end of this session, attendees should be able to understand:

  1. how to start lean transformation
  2. how important management commitment is
  3. what not to do in the early phase of lean transformation

Learning Sessions Description

15 March learning session

Système de gestion lean-l’expérience au CHU de Québec

Presented in French

Presenter: Éric Daneau, Élisabeth Morin and Martin Bergeron

CHU de Québec-Université Laval , Canada

Le CHU de Québec-Université Laval s’est lancé en 2015 dans le développement d’un système de gestion inspiré des concepts et principes lean afin d’améliorer la pro-activité des activités de gestion des épisodes de soins, de diminuer la variabilité des mécanismes de gestion et pour augmenter le temps à valeur ajouté des gestionnaires (proximité avec employés). Ce système mise sur la proactivité, la standardisation, la gestion visuelle et les concepts d’ingénierie simultanée pour arriver à ces améliorations. La présentation portera sur comment a été construit le système, comment son implantation a été vécu et quelles sont les retombées au CHU de Québec-université Laval.

Après la session, les participants seront capables de:

  1. Se familiariser avec un système de gestion inspiré par le lean
  2. Apprendre sur le déploiement du système par une démarche de co-construction
  3. Connaître les habilités de gestion d’un gestionnaire lean

An academic hospital 360 OR transformation…and after?

Presented in English and French

Presenter: Marsin Anne-Sophie, Ykman Olivier, Hens Carine

Saint-Luc University Hospital, Belgium

Although the goal of all OR optimization programs is to improve efficiency and quality, few can be achieved without a 360 transformation. The latter addresses 5 dimensions: efficient processes, infrastructure and support, performance management, organization and leadership, and mindsets and behaviors.

We have implemented many improvement initiatives around these 5 dimensions: New cleaning procedures, optimized stock, dynamic surgical planning, and centralized coordination using a “cockpit” system. This has all led to improved OR efficiency (we significantly increased surgical activity and decreased “irritating factors” such as missing or broken material or empty shelves).

Now the hospital central “transformation team” has moved to other project in the hospital (E&A Department, Care Unit). The team on the ground has taken over and their challenge is to make the changes stick. They have embarked on a new journey: leading a second wave of optimisation initiatives and ensuring the sustainability of the first one.

The session is about sharing our experience on OR optimisation, and exchanging on tools and methodology we have used on the ground to implement the changes, and now to sustain them.

Through instruction and Q&A, at the end of this session, attendees should be able to understand:

  1.  Get a sense of what a comprehensive OR transformation could entail
  2.  Observe and experiment a series of tools and templates used in all 5 dimensions
  3.  Share experience/thoughts on how to sustain changes when “change agents”/consultants or other “transformation team “ are gone

Lean Management in the Perioperative Setting: Getting your ducks in a row

Presented in English

Presenter: Jens Krombach, MD

Zuckerberg San Francisco General Hospital, University of California San Francisco, USA

Operating room teams comprise a large, divergent group of nurses, physicians and technicians who report to a multitude of different units and departments. This setting makes a transition to lean management challenging, especially as some traditional lean teaching concepts do not correspond to the unique perioperative setting.

Starting in 2013, and supported by a lean consulting group, the perioperative area of San Francisco General Hospital, a teaching hospital of the University of California San Francisco, conducted several 1-week Kaizen improvement weeks. Initial focus was on 5S, patient lead time, punctual starting and turn-over times. Many staff members and managers shared the initial enthusiasm for lean projects promising swift improvements. However, soon it became apparent that the changes and agreements made had no or very little traction, and further Kaizen weeks were put on hold. When our institutions decided to transition to lean management, the perioperative area became an initial model cell unit, and since then has been developing concepts on how to successfully apply lean management in a perioperative setting.

This learning session will discuss not only the improvements made over the past years, but will also describe in detail reasons for failures, lessons learned, and how lean management can be applied to a diverse, academic perioperative setting. 

Through instruction and Q&A, at the end of this session, attendees should be able to describe a successful model of a lean management system, including:

  1. Huddle groups and reporting structures
  2. Improvements sustained through lean management
  3. Common pitfalls in implementing lean concepts in the operating room

Team-led implementation of Lean in outpatient clinics

Presented in English

Presenters: Yves Jacquemyn, MD, PhD, and Stijn Slootmans, MScN

University Hospital Antwerp, Belgium

The Antwerp University Hospital started with a hospital wide lean program in the fall of 2011. Lean mindset and leadership are the foundation of our approach. The first three years the main focus was on the implementation of the ‘Productive Ward’ program, a lean approach for nursing wards. The outpatient clinic Obstetrics and Gynaecology started its lean journey in 2013 as pilot unit, with support of the lean coaches. Based on this experience the lean coaches team developed a standardized lean program for outpatient clinics throughout the hospital.

In this learning session you will learn about the UZALean journey and the outpatient clinic lean program illustrated with results. The main building bricks are involvement of frontline staff in continuous improvement, optimization & visualization of the work environment, and analysis of different (care) processes in terms of quality, patient safety, efficiency and satisfaction.

The head department of Obstetrics and Gynaecology will situate the sense of urgency and  his journey within the UZALean outpatient clinic with a specific focus on his role in engaging and involving physicians and all frontline staff. The most important improvement results in the work environment and patient flow, will be illustrated.

At the end of this session, through instruction, small group simulation, and Q&A, attendees should be able to learn more about:

  1. a lean approach for an outpatient clinic
  2. the role of a physician and department head of an outpatient clinic in creating a lean mindset
  3. creating a team-led  journey to a lean work place, and
  4. pitfalls and opportunities of engagement and involvement frontline staff including physicians

The Myth of the Problem Solving Leader

Presented in Dutch and English

Presenter: Kjeld Aij

VU Medical Center, Netherlands

Can you smell it? Feel it? Sense it? There is something in the air. The air is even heavy with it. A new kind of leadership is emerging and the signals are everywhere. Many people recognize that something fundamental in leadership is changing and it is changing for good. In my talks about leadership, I always ask the audience if they recognize that the command and control paradigm of leadership is losing ground and that a new paradigm is emerging. They always do and they come up, not so much with definitions or examples, but more often with a hunch that something important is going on. They know it and usually they like it. This workshop is meant to take the dialogue about Lean Leadership to a higher level. We will go beyond the hunch and the feeling and into real world examples. The speaker shows from his personal experiences how the new leadership paradigm is emerging in his professional health care context.

Through instruction, Q&A, and storytelling, at the end of this interactive session, attendees should be able to determine the four characteristics of the new leadership paradigm in the following directions:

  1. from top-down to shared leadership
  2. from structured and controlled management to self-management
  3. from distrust to trust, and
  4. from a focus on numbers to an appreciation of human beings

Understanding Variation: Today’s Lessons from Dr. Deming’s Red Bead Experiment”?

Presented in English

Presenter: Mark Graban

KaiNexus, USA

In a Lean journey, organizations often introduce daily (or even hourly) performance metrics that are meant to drive change and evaluated performance. But, do you or your leaders find yourselves having to explain every bad data point in a chart, or any "red" data point that doesn't mean a goal or target? Does this "whack a mole" approach to management frustrate everybody involved, waste time, and get in the way of real improvement? 

Dr. W. Edwards Deming used the "Red Bead Game," which was created in 1982, in hundreds of seminars around the world for over a decade. Today, Mark Graban shares learning and data gathered from the exercise, which will be run in the optional pre-summit workshop, as something that will help any Lean transformation journey. The lessons vividly illustrate and teach how variation is to be expected any time you measure something in a process and that there can be different causes of this variation. As a result, the right management and improvement strategies are needed (depending on the cause of the variation being experienced).

At the end of this session, through instruction and Q&A, attendees should be able to:

  1. Understand and differentiate between "common cause" variation (or noise in the system) and "special cause" variation (or a valid signal)
  2. Better appreciate the fallacy of targets, slogans, and incentives in a system that is poorly designed
  3. How to interpret simple "control charts" to more appropriately evaluate performance over time