Lean Summit 2009 - Lean Healthcare Transformation Summit

10th July 2009 QEII Conference Centre, London, UK

LHS 2009 1

Eight Key Questions

  1. What are the biggest problems in your hospital?

  2. Do most of your patients go through similar diagnostic and treatment steps?

  3. How long does the end-to-end patient journey take – and how long could it take?

  4. What is the demand to get into your hospital – and how long do patients have to wait?

  5. How could you eliminate most of the waiting time within and between departments?

  6. What is the demand to get out of your hospital – how many patients are ready to go or are in the wrong beds?

  7. How could these activities be managed visually to track progress and delays?

  8. Who will take responsibility for transforming the end-to-end patient journeys?

Introduction

The result of three years’ action research the book Making Hospitals Work, will be launched at the Summit.

It follows a top management team as they use the scientific method to redesign the key end-to-end patient journeys through their hospital.

The results include eliminating unnecessary waits for patients, a drastic reduction in length of stay, no longer wasting staff time, freeing up emergency and elective capacity and slashing the overtime and agency burden. Focusing on the patient journey and effectively synchronising all the support activities also provides the essential context for delivering higher quality and safer care for patients.

Experienced healthcare leaders from the US and UK will join us to discuss the implications of the widespread adoption of thelean hospital.

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  • Presentations
  • Friday 10 July

    SESSION 1 - THE NEXT STEPS FOR LEAN HEALTHCARE

    The Breakthrough from RIE's to the Lean Hospital

    Dan Jones Daniel Jones - Chairman, Lean Enterprise Academy Limited

     

     

    Leading the journey to the Lean Hospital: lessons from the USA

    John Toussaint Thedacare John Toussaint - CEO emeritus, ThedaCare

     

     

    Seeing the end-to-end patient journeys: where are they broken and why?

    Marc Baker1 Marc Baker - Lean Coach, Lean Enterprise Academy Limited

     

     

    SESSION 2 - WHAT NEEDS TO BE DONE?

    Key steps to turn the patient journey into an integrated process

    Ken Robertson Gwent Healthcare NHS Trust Ken Robertson - Acute Services Manager, Emergency Care, Gwent Healthcare NHS Trust

     

     

    Redesigning support activities in line with demand from the wards

    Lisa Smith NHS Improvement Lisa Smith - National Improvement Lead, NHS Improvement

     

     

    Redesigning the elective surgical journey

    Peter Lewis Gwent Healthcare NHS Trust Dr Peter Lewis - Vascular Surgeon, Chief of Staff of Surgery, Gwent Healthcare NHS Trust

     

     

    SESSION 3 - HOW ARE WE GOING TO DO THEM?

    Learning that sticks: an exercise in how people really learn

    Photo David Brunt Dave Brunt - Chief Executive, Lean Enterprise Academy Limited

     

     

    Implementing a future state plan and creating stability with visual management

    Ian Taylor Ian Taylor - Lean Coach, Lean Enterprise Academy Limited

     

     

    Gaining agreement to act: the role of the value stream manager

    Maria Purse - Emergency Value Stream Manager, Portsmouth Hospitals NHS Trust

     

     

    SESSION 4 - OPPORTUNITIES AND IMPLICATIONS

    Managing the Lean Hospital: what it takes to engage the whole hospital

    David Fillingham Royal Bolton Hospital NHS Trust David Fillingham - Chief Executive, Royal Bolton Hospitals NHS Trust

     

     

    The impact of the Lean Hospital across the NHS

    Prof Matthew Cooke Warwick Medical School And Heart Of England NHS Trust Prof. Matthew Cooke - Warwick Medical School and Heart of England NHS Trust, Professor of Clinical Systems Design, WMS & Deputy Medical Director

     

     

    Conclusions from the day: an agenda for action

    Dan Jones Daniel Jones - Chairman, Lean Enterprise Academy Limited