•   Knowledge Base >
•   Search this site >
•   What’s new >
•   Enquiry >
•   Join >

The Lean Enterprise Academy

Thought Leaders in Lean Thinking ...

• Home
• Training
• Events
• Downloads
• Book Store
• About Us

Latest News ...

1st Global Lean Healthcare Summit - June 2007

Summary

This Summit was a landmark event for the lean healthcare movement around the world. The event sold out with 320 people (over half from hospitals) attending from 147 organizations from the UK, Ireland, Denmark, Norway, Sweden, Netherlands, Belgium, Germany, Italy, Spain, Turkey, Poland, Switzerland, France, USA, Canada, Brazil, India, South Africa, Singapore, Australia and New Zealand.

The event sold out with 320 people (over half from hospitals) attending from 147 organizations from the UK, Ireland, Denmark, Norway, Sweden, Netherlands, Belgium, Germany, Italy, Spain, Turkey, Poland, Switzerland, France, USA, Canada, Brazil, India, South Africa, Singapore, Australia and New Zealand.

Inspiring speakers with many years of experience with lean demonstrated how to move beyond lean tools and rapid improvement events to build a real lean healthcare management system. Others showed the huge potential savings from leaning the supply chain for all kinds of products used in healthcare right to the point of use. It is not an exaggeration to say that delegates went away inspired and energized for action, with a network of new contacts struggling with these same issues across the globe. We will now begin to distill the messages and stories from the Summit for wider dissemination through the global lean healthcare movement.

Presentations - Day 1

Opening Plenary - What Would Lean Healthcare Look Like?

Pushing Forward the Frontiers of Lean Healthcare: The Road Ahead
Daniel T Jones - Chairman, LEA, UK

The Flinders Journey into a Lean Healthcare Future
David Ben-Tovim - Director Redesigning Care, Flinders Medical Centre, Australia

Creating a Vision of Lean Healthcare at Bolton
David Fillingham - Chief Executive, Bolton NHS Trust, UK

Second Plenary - What's at Stake in a Lean Transformation?

When Lean Becomes a Way of Life - the Unipart Story
John Neill - Chief Executive, Unipart Group - UK

Stories from the Middle: using Lean to Lead
Neil McEvoy - Chief Executive, Hotel-Dieu Grace Hospital, Canada

How Lean Supply Chains contributed to the Success of Tesco
Graham Booth - ex Supply Chain Director, Tesco Stores, UK

What Toyota can teach us about Lean Leadership
John Shook - Senior Advisor, LEI, USA

Lean Learning Parallel Sessions

(1) The Principles of Lean Value Stream Design
Ian Glenday and David Brunt Senior Faculty, LEA UK

(2) Managing a Lean Organisation
James P Womack - Chairman, LEI USA

(3) Lean Leadership
John Shook - Senior Advisor, LEI USA

(4) Designing Lean Supply Chains
Daniel T Jones - Chairman, LEA UK

Parallel sessions

A - Key Enablers for Lean Healthcare

What would Zero defect Healthcare look like?
Peter Willats - Senior Advisor, McKinsey & Company Inc.

The Osprey Programme - Training Clinical systems Engineers
Kate Silvester - Osprey Coach, Heart of England NHS Trust, UK

Beyond Redesign: Other Dimensions of Lean Implementation
Paul Walley - Associate Professor, Warwick Business School, UK

B - The Power of Lean Supply Chain

The Lean Transformation at Cardinal Health
Bill Owad - Senior Vice President Operational Excellence, Cardinal Health, USA

Moving to the Lean Enterprise in Healthcare
Robin Santucci RN BScN MBA - Business Manager/Senior Consultant, Global Solutions Consulting

Rapid response Supply Chains at Cordis
Vic Chance - Vice President World Wide Operations, Cordis, a Johnson & Johnson Company, USA

Presentations - Day 2

Fourth Plenary - Challenges and Opportunities Ahead

Redesigning the Thoracic treatment process: Sustaining and Spreading it
Richard Steyn - Consultant Thoracic Surgeon, Heart of England NHS Trust, UK

Creating a Lean Culture at Thedacare, USA
John Toussaint - Chief Executive Officer, Thedacare, USA

Medtronic's Operational Excellence and Customer Connection
Scot Webster - Senior Vice President, Supply Chain Services, Medtronic, USA

Discussion Workshops - What are our next Steps?

Facilitated discussions based on background briefing papers and examples as well as several opening summaries of the challenges and alternatives

(1) Lean Practise and Value Streams
Creating Basic Stability and Safety, End-to-End Patient Flows, Sceduling Surgical Procedures and leaning Support Streams
Chair: David Brunt - Senior Faculty, LEA UK
Michael Ballé ESG Consultants, France
Denise Bennett Deputy director, Redisigning Care, Flinders medical Centre, Australia
Carol Makin Consultant Colorectal Surgeon, Wirral Hospital NHS Trust
Ann Eason - National Manager Pathology Service Improvement, NHS, UK

(2) Managing Lean Hospitals
Strategy and Lean, Policy Management, Clinical Responsibility and Process Management, Monitoring Progress, Standard Work for Managers and Clinicians
Chair: James P Womack - Chairman, LEI, USA
Michael Szwarcbord - Chief Executive, Flinders Medical Centre, Australia
Martin Turner - Chief Executive, Gwent NHS Trust, UK
John Shook - Senior Advisor, LEI, USA

(3) Leading Lean Transformations
Alternative Transformation Paths, The Role of Lean Sensei, Clinical Leadership and Process Management, Developing Problem Solving Capabilities, Using A3s
Chair: John Shook - Senior Advisor, LEI, USA
David Fillingham - Chief Executive, Bolton NHS Trust, UK
David Ben-Tovim - Director Redesigning Care, Flinders Medical Centre, Australia
John Coughlin - Vice President, Corporate Services, Hotel-Dieu Grace Hospital, Canada

(4) Creating Lean Supply Chains
Stable Plans and Materials Deliveries, Making Every Product Every Cycle, Rapid Response Lean Supply Chains and Right-Sized Equipment
Chair: Daniel T Jones - Chairman, LEA, UK
Scot Webster - Senior Vice President, Supply Chain Services, Medtronic, USA
Scott Jeffers - GM, Global Supply Chain & Lean Initiatives, GE Healthcare, USA
Bill Owad - Senior Vice President Operational Excellence, Cardinal Health, USA
Vic Chance – Vice President World Wide Operations, Cordis, a Johnson & Johnson Company, USA

Closing Plenary - Making Lean Healthcare Happen

Healthcare Technologies and Lean Value Streams in the Future
Scott Jeffers - GM, Global Supply Chain & Lean Initiatives, GE Healthcare Technologies, USA

Reflections on the Leadership Challenges ahead in Healthcare
Michael Szwarcbord - Executive Director, Acute Services Southern Adelaide Health Service & General Manager, Flinders Medical Centre, Australia

The Next Steps in Lean Healthcare: Summarizing the Challenges
James P Womack - Chairman, LEI USA

Wrap up and Close
Daniel T Jones - Chairman, LEA UK

Previous Events

View presentations from previous events ...

Summits

• Lean Healthcare Transformation Summit
  July 2009
• Lean Transformation Summit
  November 2008
• 1st Global Healthcare Summit
  June 2007
• Frontiers of Lean Summit
  November 2005
• Lean Service Summit
  June 2004

Forums

• Expert Lean Healthcare Forum - October 2008
• 4th Lean Healthcare Forum
  October 2007
• Lean Supply Chain Forum
  June 2007
• 3rd Lean Healthcare Forum
  October 2006
• 2nd Lean Healthcare Forum
  June 2006
• 1st Lean Healthcare Forum
  January 2006

What you said

“I enjoyed the Lean HC Summit immensely, made some good connections, and it was well worth the time and money.”

“Congratulations on a superb event, you must be elated with the result of your efforts!”

“I very much enjoyed the conference... it exceeded my high expectation.”

“I would like to express my thanks for a very stimulating and valuable conference both in terms of what I can learn for our own experiences... and for a deeper understanding of the issues and opportunities within Healthcare.”

“The critical role of culture and of the strategic aspects of Lean Lean is a philosophy, a culture, not just tools.”

“We’re not so different in healthcare!”

“The potential is limitless and necessary. Where you start is not as important as starting. The tools are simpler than I expected. Culture is critical to success.”

“Lean delivers safer care, greater quality and better outcomes for patients.”

“Core skill for our programme should be more about asking questions not telling answers.”

“Lean works. It needs leadership from very top.”

“How extensive the Lean movement is. How much value there is to add. How supply chains must work with hospitals”

“A very meaningful and applicable conference”

“... it has really encouraged us to see progress made at other sites ... because we have gone through the early ‘wildly optimistic that this will make the difference’ phase to the stage where it all looks a bit daunting (about 9 months in).”

“Well done on an excellent meeting and good luck with the cause!”

“Thanks again for organising such an outstanding Summit... I believe strongly that we need ongoing collaboration and sharing like this in the lean healthcare community ... so that we have a method for sharing information and training materials to avoid the waste of duplicated efforts (while taking care that we do not just use cookie cutter tools).”

“The First Global Lean Healthcare Summit - the information, the leadership, and the energy must be built upon in a ‘continuous flow’ network of sharing.”

“It’s all about people and communication. But it’s OK to make mistakes.”

“Lean is organisational transformation not project work, it takes organisation, skills, people, resources, and it requires senior leadership.”

“The critical role of culture and of the strategic aspects of Lean Lean is a philosophy, a culture, not just tools”

“We’re not so different in healthcare!”

“The potential is limitless and necessary. Where you start is not as important as starting. The tools are simpler than I expected. Culture is critical to success.”

“Lean delivers safer care, greater quality and better outcomes for patients.”

“Core skill for our programme should be more about asking questions not telling answers.”

“Lean works. It needs leadership from very top.”

“Leadership is crucial, the tools are a small part. The message about engagement and culture was very strong.”

“Go see, be involved, provide scope for staff to develop and take ownership”

“The importance of culture change and the engagement of top management. The opportunity of supply chain collaboration with hospitals.”

“A better understanding of being a healthcare provider”

“It’s about change management and culture ”