Lean Summit 2007 – 1st Global Lean Healthcare Summit

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.

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Photos from the Event

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”

Pushing Forward the Frontiers of Lean Healthcare: The Road Ahead

Daniel Jones - Chairman, Lean Enterprise Academy Limited

The Flinders Journey into a Lean Healthcare Future

David Ben-Tovim - Director Redesigning Care, Flinders Medical Centre

Creating a Vision of Lean Healthcare at Bolton

David Fillingham - Chief Executive, Royal Bolton Hospitals NHS Trust

When Lean Becomes a Way of Life - the Unipart Story

Apologies but unfortunately we are not permitted to show the details of this presentation.

John Neill - Chief Executive, Unipart Group

Stories from the Middle: using Lean to Lead

Apologies but unfortunately we are not permitted to show the details of this presentation.

Neil McEvoy - Chief Executive, Hotel-Dieu Grace Hospital, Canada

How Lean Supply Chains contributed to the Success of Tesco

Apologies but unfortunately we are not permitted to show the details of this presentation.

Graham Booth - ex Supply Chain Director, Tesco Stores, UK

What Toyota can teach us about Lean Leadership

John Shook - CEO, Lean Enterprise Institute

The Principles of Lean Value Stream Design

Dave Brunt - Chief Executive, Lean Enterprise Academy Limited

Ian Glenday - Senior Fellow, Lean Enterprise Academy Limited

Managing a Lean Organisation

Jim Womack - Founder and Senior Advisor, Lean Enterprise Institute

Lean Leadership

Apologies but unfortunately we are not permitted to show the details of this presentation.

John Shook - CEO, Lean Enterprise Institute

Designing Lean Supply Chains

Daniel Jones - Chairman, Lean Enterprise Academy Limited

What would Zero defect Healthcare look like?

Apologies but unfortunately we are not permitted to show the details of this presentation.

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

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 - 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

Redesigning the Thoracic treatment process: Sustaining and Spreading it

Apologies but unfortunately we are not permitted to show the details of this presentation.

Richard Steyn - Consultant Thoracic Surgeon, Heart of England NHS Turst, UK

Creating a Lean Culture at ThedaCare, USA

John Toussaint - CEO emeritus, ThedaCare

Medtronic's Operational Excellence and Customer Connection

Apologies but unfortunately we are not permitted to show the details of this presentation.

Scott Webster - Senior Vice President, Supply Chain Services, Medtronic, USA

Lean Practice and Value Streams

Creating Basic Stability and Safety, End-to-End Patient Flows, Sceduling Surgical Procedures and leaning Support Streams

Dave Brunt - Chief Executive, Lean Enterprise Academy Limited

Michael Ballé - Co-Founder , Institut Lean France (www.lean.enst.fr)

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

Managing Lean Hospitals

Strategy and Lean, Policy Management, Clinical Responsibility and Process Management, Monitoring Progress, Standard Work for Managers and Clinicians

Jim Womack - Founder and Senior Advisor, Lean Enterprise Institute

Michael Szwarcbord - Chief Executive, Flinders Medical Centre, Australia

Martin Turner - Chief Executive, Gwent Healthcare NHS Trust, UK

John Shook - CEO, Lean Enterprise Institute

Leading Lean Transformations

Alternative Transformation Paths, The Role of Lean Sensei, Clinical Leadership and Process Management, Developing Problem Solving Capabilities, Using A3s

John Shook - CEO, Lean Enterprise Institute

David Fillingham - Chief Executive, Royal Bolton Hospitals NHS Trust

David Ben-Tovim - Director Redesigning Care, Flinders Medical Centre

John Coughlin - Vice President, Corporate Services, Hotel-Dieu Grace Hospital, Canada

Creating Lean Supply Chains

Stable Plans and Materials Deliveries, Making Every Product Every Cycle, Rapid Response Lean Supply Chains and Right-Sized Equipment

Daniel Jones - Chairman, Lean Enterprise Academy Limited

Scott 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

Healthcare Technologies and Lean Value Streams in the Future

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Scott Jeffers - GM, Global Supply Chain & Lean Initiatives, GE Healthcare, USA

Reflections on the Leadership Challenges ahead in Healthcare

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Michael Szwarcbord - Chief Executive, Flinders Medical Centre, Australia

The Next Steps in Lean Healthcare: Summarizing the Challenges

Jim Womack - Founder and Senior Advisor, Lean Enterprise Institute