2017 Lean Healthcare Transformation Summit

Palm Desert, California
Monday, June 05, 2017
For those who want to make the most of this opportunity, we are offering Pre-Summit Workshops June 5-6, 2017. These in-depth programs will help move you beyond individual "tools" and isolated improvement projects to build leadership capabilities and develop management skills needed to create the complete lean enterprise and a culture of problem solving. There is a 25% discount on Pre-Summit Workshops for Summit attendees.

Complete information on continuing education credits will be available after January 30, 2017
Breakfast is served daily at 7:00 AM and workshops begin at 8:00 AM.



Managing to Learn

Capturing the Value of Lean

Lean Clinic Simulation Workshop

Coaching for Improvement

Defining and Deploying Strategy 

 Innovation in Healthcare - SOLD OUT

Creating a Lean Management System

Better Metrics: Understanding Variation and Managing Performance Using Deming Methods 

A Factory of One

Kata: A Pattern for Continuous Improvement and Coaching in Healthcare - SOLD OUT

Lead With Respect

Discover Excellence 

Up to now, lean tools have been applied to business processes. But what about the waste in the way managers work within those processes? The latitude that managers have to determine their actions each day, and the high degree of unpredictability in their daily work content, is a recipe for waste and inefficiency. 

Through lecture, discussion, and exercises, this session will teach participants how to apply lean concepts and tools to their own work to reduce the waste in their day, and increase the amount of time and attention available for creating value. By blending classic organizational and time management techniques with lean thinking, it will create a seamless extension of what’s being done on the shop floor with what’s being done in the office. These techniques will help drive your company’s lean initiative from a collection of tools to a way of life—from something you do to something you live.

Following completion of this workshop, participants will be able to:
  • Apply 5S to the physical and electronic information they manage (this does not mean putting tape around the stapler) - spot abnormalities more quickly by finding what they need, when they need it
  • Reduce multitasking and bring more flow to their work, so they can increase the speed and quality of their output - fewer interruptions, more focus
  • Create a visual management system for their ongoing tasks and commitments - nothing lost, nothing forgotten
  • Create a kanban to pull their work forward - doing the right thing at the right time instead of fire fighting
  • Use a kanban to reduce the burden of meetings and the time lag between problem and resolution
  • Discriminate between creative and repetitive, “transactional” work - lay the foundation for managerial standardized work
Dates: Monday, June 5, 2017
Duration: 1 Day (8:00am - 4:00pm)
Faculty: Dan Markovitz
Price: $800 ($600 with Summit Registration)

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Capturing the Value of Lean

Transitioning the culture of an organization into one that practices lean-thinking requires time, commitment and resources. Regardless of whether an organization is just starting out or has been practicing lean for years, at some point, many organizations want to know what their investment is giving them in return. Capturing and validating that data varies by need and the capability of the organization to understand and report the qualitative and quantitative benefits of lean.

This workshop will show the connectivity between the various types of lean tools, techniques and concepts and how the benefits of using lean can be captured in both quantitative and qualitative aspects. Participants will be asked to bring specific problems or challenges with them to this workshop and throughout the day, "real-life" examples, applicable to their situation, will be given to show how to capture the benefits of lean based upon their specific need.

Smaller, short-term and larger, long-term trends will be reviewed so participants will be able to grasp the current situation of who their customers are, what they want, what they need and/or what is value-added to them, in order to ensure they understand HOW to see the benefits that their customers will understand and appreciate.

A variety of approaches will be reviewed to demonstrate and practice how to capture the qualitative and quantitative data and how to describe these benefits to their customers in a meaningful way and in a common language.

These benefits will also be connected to the financial statements so over time, they will know what leading indicators to monitor in order to validate what's working and where to potentially prioritize other lean initiatives. At the end of this workshop, participants will leave with an action plan, specific to their needs, to aid them in capturing the qualitative and quantitative benefits of lean within their organization.

Following completion of this workshop, participants will be able to:
  • Describe the qualitative and quantitative value of lean
  • Identify several approaches to capture the value of their lean activities
  • Apply a profit model to their specific situation
  • Practice speaking in a common language that resonates with their customers
  • Identify where the benefits will and will not appear on the financial statements over time
To enhance your learning, we recommend participants read Real Numbers by Jean Cunningham and Orry Fiume.

Dates: Monday, June 5, 2017
Duration: 1 Day (8:00am - 4:00pm)
Price: $800 ($600/day with Summit Registration)
Faculty: Jean Cunningham
Who Should Attend: Continuous Improvement Leaders

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For managers and executives in healthcare organizations, the development of coaching skills often takes a back seat to work on skills of a more technical nature. However, lean leaders need an equal dose of technical and social competencies. In particular, effectively coaching others is essential in achieving a culture of continuous problem solving at every level of the organization. During this two-day interactive learning experience, participants will study and practice the art of asking questions in service of others, experience a deep reflection method to understand leadership habits, discuss a framework for coaching engagements, and build a plan for continuous personal improvement.

Following completion of this workshop, participants will be able to:
  • Describe coaching principles, applications and practices
  • Practice asking effective questions
  • Explain a framework for deep individual and group reflection, the “S” in PDSA
  • Describe the key components of a coaching engagement
  • Develop a framework for ongoing personal development and improvement in the skills learned
To enhance your learning, we recommend participants read Humble Inquiry by Edgar Schein. 

Dates: Monday-Tuesday, June 5-6, 2017
Duration: 2 Days (Day 1, 8:00am-4:00pm and Day 2, 8:00am-4:00pm)
Price: $1,600 ($1,200 with Summit Registration)
Faculty: Katie Anderson with Margie Hagene
Who Should Attend: Clinical and nonclinical leaders across the healthcare industry

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Managing a lean organization requires a different type of leadership and a shift from management-by-objectives to management-by-process. A lean management system enables the adoption of management by process, regulates the flow of information from the front lines to senior leaders and back, fosters engagement of all employees in process improvement, and allows for daily coaching and teaching. During this day-long session, participants will learn about a journey to develop a lean management system at a healthcare organization and experience an in-depth overview of the purpose of each element that comprises it.

Following this workshop, participants will be able to:
  • Explain the purpose behind each of the 10 interconnected components of a lean management system.
  • Describe how to cascade information effectively throughout the organization.
  • Identify how to create and sustain a system of continuous improvement aligned with strategic goals.
  • Discuss how employee coaching and mentoring can occur on a daily basis.
  • Recognize and describe the importance of leader standard work in supporting a lean transformation. 
To enhance your learning, we recommend participants read Beyond Heroes by Kim Barnas and Humble Inquiry by Edgar Schein.
Dates: Monday, June 5, 2017
Duration: 1 Day (8:00am - 4:00pm)
Faculty: Maryjeanne Schaffmeyer or Patsy Engel
Price: $800 ($600 with Summit Registration)
Who Should Attend: Clinical and nonclinical senior leaders with experience applying lean principles in their organizations

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Developing strategic initiatives without regard to current organization conditions, and improving work processes without aligning this work to key value-driven organization measures, is not an effective use of resources or of employee talent and skills. Through this program, learn how successful healthcare organizations adopt the process called hoshin kanri, or strategy deployment, to match available resources with activities that are tightly aligned with the current environment and with True North goals. Strategy formulation and deployment processes apply the scientific method to identifying critical needs while involving and motivating all levels of the organization. In addition, these processes result in the breakdown of barriers and more agile cross-functional management.

Following this workshop, participants will be able to:
  • Articulate how the organization’s management system, continuous improvement, strategy deployment, and true north connect to focus and align work within the organization.
  • Learn and practice the key components of strategic planning in a lean organization.
  • Describe how to apply the P-D-S-A cycle to develop clear concise strategies to achieve True North.
  • Identify how to use “catchball” to achieve alignment and focus both within and between management levels
  • Return to their organizations to continue the practice of determining breakthrough work, balancing it with daily improvement work to close the gap on True North, and deploying these priorities in a respectful way to those closest to the work.
Dates: Monday, June 5, 2017
Duration: 1 Day (8:00am - 4:00pm)
Faculty: Jeff Hunter
Price: $800 ($600 with Summit Registration)
Who Should Attend: Clinical and nonclinical leaders across the healthcare industry

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In 1996, Herman Miller teamed with the Toyota Supplier Support Center (TSSC), consulting arm of Toyota, to learn about the Toyota Production System and how Herman Miller might apply Toyota’s thinking to our operations. One of our learnings is that this needs to be experiential, not didactic training to be effective. This session is a handsā€on, interactive role play exercise where the patient flow through a clinic is simulated for several work shifts. After each abbreviated shift, the participants reflect on their outcomes and implement a change to try and improve using the philosophies of TPS and HMPS.

Following this workshop, participants will be able to:
  • Gain a basic understanding of several lean tools and processes
  • Identify how lean can be applied to any work environment
  • Recognize the necessity for "continuous improvement"
  • Experience one piece flow in a clinic work environment

Dates: Tuesday, June 6, 2017
Duration: 2 Hours (Session offered 9:00am-11:00am)
Faculty:  Roger Call, Herman Miller Healthcare
               Kim Montague, Herman Miller Healthcare
Price: $400/session ($300 with Summit Registration)

Kata is a pattern or routine that beginners follow on their path to proficiency and expertise within any craft. With continuous improvement in healthcare, everyone has felt like a beginner at one point and many still feel that way. Furthermore, aligning the work of each department with clarity around what they are trying to achieve in pursuit of true north and strategy deployment can seem out of reach. In Toyota Kata, Mike Rother shares with us truly repeatable routines of improvement and coaching that have been missing in many improvement journeys over the years. Through practice within ThedaCare and a number of other healthcare organizations, we’ve learned much from Rother’s work—not only how to perform improvement daily within departments, but also how those efforts can be aligned closely with system priorities, engage people, and be truly continuous. Within this course we explore these patterns (kata), explore how it links to scientific thinking and practice (A3), and provide basic routines for doing both rapid cycle experimentation and the coaching routine that is critical to success. 

At the end of this session, participants will be able to:

  • Review the A3 scientific thinking pattern
  • Learn and practice a pattern for rapid cycle experimentation
  • Learn and practice a pattern for coaching to rapid cycles of experimentation
  • Describe the importance of setting short term target conditions in alignment with a larger challenge
  • Create a plan of how to integrate these patterns into your improvement journey
Dates: Tuesday, June 6, 2017
Duration: 1 Day (8:00am-4:00pm)
Faculty: Mike Radtke or Bill Boyd
Price: $800 ($600 with Summit Registration)
Who Should Attend: Senior Leaders, Managers, Improvement Deployment Leaders & Lean Champions, Lean and CI Practitioners of all levels

Building a great organization requires effective leadership. It turns out that leadership skills can be learned. A key element that is often misunderstood is what it means to lead with respect. This learning session explores why leading with respect is essential in a successful transformation, what respect looks like in practice, and how it impacts your people to drive lasting change for the better. 

The session provides an in-depth review of the model introduced in the book, Lead with Respect, a novel of lean practice, by Michael and Freddy Ballé and was developed in collaboration with Professor Ballé. 

Leading with respect involves awareness of our focus and intention, and how well we are connecting with people to create an environment of mutual trust and sustained high levels of performance. This is accomplished through the application of 7 core practices.

Following this workshop, participants will be able to:

  • Identify how to apply the 7 practices of Lead with Respect
  • Learn by doing through a series of exercises and breakouts
  • Leave the workshop having developed a personal plan of growth and practice
  • Return to work with a new parparadigm of leadership
Dates: Monday-Tuesday, June 5-6, 2017
Duration: 2 Days (Day 1, 8:00am-4:00pm and Day 2, 8:00am-4:00pm)
Faculty: Mike Orzen
Price: $1600 ($1200 with Summit Registration)
Who Should Attend: Senior Leaders, Managers, Improvement Deployment Leaders & Lean Champions, Lean and CI Practitioners of all levels

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The purpose of this workshop is to explore the lessons and insights of Managing to Learn from four perspectives.

Note: each participant will receive a copy of Managing to Learn by John Shook on Day 1 of the workshop.

1. First, you’ll learn sound A3 thinking and management by following the stages of learning shared in Managing to Learn (MTL). MTL describes how a young manager learns to handle a significant problem-solving responsibility by creating an A3 that earns him the authority to address the problem in the ways he proposes. You’ll examine how the A3 changes with each revision, what the young manager has learned about the A3 thinking, the A3 process that he applies in each revision, and what the course of his development indicates about the deep problem-solving focus that characterizes lean thinking.

2. Next, you’ll get the chance to develop your own eyes and ears to recognize effective A3 stories. You’ll describe the problem-solving thinking that is required for each section of the A3 for the PDCA story it tells to be effective.

3. Then, you’ll create your own A3s. You’ll address real problems you’re already working on every day for this exercise. You’ll work in small groups to read, discuss, and evaluate each other's A3s. And then you’ll have the chance to coach each other, offering guidance on how to improve each other’s A3 stories.

4. Finally, you’ll learn various forms and uses of the A3 process. You’ll have examples from Managing to Learn to use as a guide. And you’ll explore the following:

  • Basic types of A3 stories and how the format differs for each
  • Role that A3 plays in the process for gaining alignment with the stakeholders in a problem situation and seeking their agreement to proceed with the countermeasures or improvements being proposed
  • Ways that A3 functions as a change management tool, a general management tool, a human development tool and a knowledge sharing too

Following this workshop, participants will be able to:

  • Use sound A3 Thinking and management
  • Describe the type of thinking required for each A3 section and the PDCA story it tells
  • Create A3s and coach others on A3s
  • Identify various A3 forms and uses

Dates: Monday-Tuesday, June 5-6, 2017
Duration: 2 Days (Day 1, 8:00am-4:00pm and Day 2, 8:00am-4:00pm)
Faculty: David Verble
Price: $1600 ($1200 with Summit Registration)
Who Should Attend: Managers, change agents, HR and OD professionals, and senior executives

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 facilitates the exercise as something that will help any Lean transformation journey.
  Volunteers from the audience will have a chance to play the game – which vividly illustrates and teaches 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). The game ends with a debrief and discussion.  In the full-day workshop, we will take a deeper dive into the creation and utilization of better performance tracking charts, based on control charts and “statistical process control” methods. Participants will get to do hands-on work with sample data sets and will be encouraged to bring some of their own charts and data to use and be coached on.


Through active participation in Dr. Deming’s “Red Bead Experiment” and discussion, after the workshop you will be able to:

  • Understand and differentiate between “common cause” variation (or noise in the system) and “special cause” variation (or a valid signal)
  • Identify and better appreciate the fallacy of targets, slogans, and incentives in a system that is poorly designed
  • Get hands-on experience creating “control charts” from different data sets that would be typically used in a Lean healthcare transformation
  • Practice interpreting simple “control charts” to more appropriately evaluate performance over time
  • Discuss strategies for introducing this approach into an organization
Date: Tuesday, June 6, 2017
Duration: 1 Day (8:00am-4:00pm)
Faculty: Mark Graban
Price: $800 ($600 with Summit Registration)

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This is the Shingo Institute’s foundational, two-day workshop that introduces the Shingo Model™ and is a prerequisite to the other four Shingo workshops. Discover Excellence introduces the ten Shingo Guiding Principles and the Three Insights to Enterprise Excellence™. Small group discussions and on-site learning at a host organization make this program a highly interactive experience. It is designed to make your learning meaningful and immediately applicable as you learn how to release the latent potential in your organization and achieve enterprise excellence.

In the two days of this workshop, you will absorb knowledge gathered over decades of working with some of the best organizations in the world. You’ll discover how to create ideal results by building a sustainable culture of excellence based on core principles. On the second day of this workshop you’ll learn to see and evaluate—in a real-life setting— how well an existing culture is aligned with guiding principles in order to elicit ideal behaviors.

  • Learn and understand the Shingo Model.
  • Discover the Three Insights of Enterprise Excellence.
  • Explore how the Guiding Principles inform ideal behaviors that ultimately lead to sustainable results.
  • Understand the behavioral assessment process through an interactive case study and on-site learning.
  • Apply what you’ve learned.
Leaders around the world invest substantial amounts of time and money on initiatives that sometimes achieve positive results. Sustained improvement, however, is harder to come by. Each new tool becomes another possible solution or “best practice” only to create confusion that often results in what we call the “sugar high” – a temporary boost in results accompanied by a fleeting feeling of victory. After a few such cycles, people begin to believe that sustainable results are elusive and that each new initiative is really just a “flavor-of-the-month” that will quickly be replaced.

 The Shingo Model™ is not an additional program or another initiative to implement. Rather, it introduces Shingo Guiding Principles on which to anchor your current initiatives.

Following this workshop, participants will be able to:
  • Recognize how the ten Shingo Guiding Principles and Three Insights of Enterprise Excellence lead to sustained organizational improvement
  • Discuss how the Guiding Principles inform ideal behaviors and how these behaviors lead to sustainable results
  • Use the behavioral assessment process
  • Create a sustainable culture of excellence

To enhance your learning, we recommend participants read Management on the Mend by John Toussaint.

 Monday-Tuesday, June 5-6, 2017
Duration: 2 Days (Day 1, 8:00am-4:00pm and Day 2, 8:00am-4:00pm)
Faculty: Jake Raymer
Price: $1600 ($1200 with Summit Registration)

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Innovation in Healthcare - SOLD OUT

Is your organization struggling to adapt to value-based payment? While this shift in payment is a threat to the current business model on which most health systems’ revenues are built, it also presents an opportunity to design and develop radically different models of care delivery. This capability, referred to as care model innovation, is different from traditional lean improvement efforts such as kaizen events and daily continuous improvement. It requires different systems and processes. Most health systems do not have care model innovation capability, and as a result, some model cell experiments are struggling to deliver breakthrough results. 

This workshop serves as an introduction to the care model innovation capability through the lens of the development and diffusion of the Care in Place program at Atrius Health, a large multi-specialty and primary care physician group in eastern Massachusetts. In addition to a lean transformation effort beginning in 2008, Atrius has been developing a repeatable care model innovation process and building a dedicated innovation team and space over the past three years. Atrius’ first full innovation project resulted in the creation and diffusion of an elder urgent home care program, Care in Place. From January through November of 2016, Care in Place has seen 213 patients, prevented 83 unnecessary ER visits, and also prevented an estimated 41 potential subsequent hospitalizations. This has reduced the cost of care in the Medicare population by over $450,000 while achieving excellent patient and provider experience results. 

At the end of this education experience participants will be able to:

  • Demonstrate awareness of the process, people, and space necessary for care model innovation
  • Recognize how care model innovation relates to enterprise strategy development and deployment
  • Explain the difference between process improvement and care model innovation 
  • Describe how care model innovation relates to model cell development 
  • Recognize the relationship between innovation teams and process improvement teams with regards to models of care delivery
  • Articulate how value-based payment creates an opportunity for innovation
Date: Tuesday, June 6, 2017
Duration: 1 Day (8:00am - 4:00pm)
Faculty: Ted Toussaint
Price: $800 ($600 with Summit Registration)
Who Should Attend: Clinical and nonclinical leaders across the healthcare industry

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17 spaces remaining

Contact Information

  • Call Catalysis: (920) 659-7500

Payment Instructions

  • Registration Fees
    Summit Registration $1400
    Fees Include: Participation in the 2-day Summit, Welcome Reception, breakfast and lunch each day.

    Pre-Summit Workshop(s) $800/day ($600/day with Summit Registration)
    Fees Include: Participation in the workshop(s), participant materials, breakfast and lunch each day.

    Payment Methods
    We accept MasterCard, Visa and American Express. Payment made by check must be received within 30 days of registration in order to guarantee registration. If we do not receive payment by this dates, your registration will be cancelled. To pay by check, download the invoice in your confirmation email, reference the Invoice Number on your check and mail to:

    Catalysis Inc.
    100 W. Lawrence Street, Suite 422
    Appleton, WI 54911

    Cancellation and Substitution Policy
    Substitutions may be made without penalty at any time. Full refunds will be issued if written notice of cancellation is received on or before April 7, 2017. If cancellation is received after April 7, 2017, a refund will be issued minus a $250 cancellation fee.