Fountain Valley, CA February 20-23, 2018 Lean Leadership Series

Fountain Valley, CA
Tuesday, February 20, 2018

Program Descriptions 

Tuesday 
February 20
Wednesday 
February 21
Thursday
February 22
Friday
February 23
1-day $690
1.5-days $1,200
1/2-day $450
1-day $690
1-day $690

1-day $690

1-day $690
1-day $690

Better Metrics:
Understanding Variation and Managing Performance
Using Deming Methods


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 meet a goal or target? In a Lean Journey, organizations often introduce daily (or even hourly) performance metrics that are meant to drive change and evaluate performance. But does this "whack a mole" approach to management end up frustrating everybody involved, wasting time, and getting 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. In this workshop, we will take a deeper dive into the creation and utilization of better performance tracking charts, based on process behavior 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.

At the end of this session, participants will be able to:
  • Understand and differentiate between "common cause" variation (or noise in the system) and "special cause" variation (or a valid signal).
  • 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.
Faculty: Mark Graban
Date: Wednesday, February 21, 2018
Schedule: 1-day (8:00 am - 4:00 pm)
Price: $690
Recommended Prerequisite Sessions: None
Who Should Attend: Clinical and nonclinical leaders across the healthcare industry
Kata: A Pattern for Continuous Improvement and Coaching in Healthcare

Have you struggled with developing a continuous improvement culture within your organization? Does aligning the work of each department with clarity around what they are trying to achieve in pursuit of True North and Strategy seem out of reach? Wouldn’t it be great if at each level of the organization a common pattern of improvement and coaching existed to assist leaders and teams in systematically achieving goals through rapid cycles of experimentation?  The truth is, current and future challenges require it.  A kata is a pattern or routine on your path to proficiency and expertise. With continuous improvement in healthcare, everyone has felt like a beginner at one point and many still feel that way.  Building competency around the pattern of continuous improvement and the required coaching to make it work is no mystery; it is a pattern that all can learn and begin applying immediately. 

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 several 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), how these patterns link 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
  • Describe and demonstrate a pattern for rapid cycle experimentation
  • Learn and practice a pattern for coaching to rapid cycles of experimentation
  • Employ and articulate the importance of setting short tern target conditions in alignment with a larger challenge
  • Create a plan of how to integrate these patterns into your improvement journey
Faculty: Bill Boyd
Date: Thursday, February 22, 2018

Schedule: 1-day (8:00 am - 4:00 pm)
Price: $690
Recommended Reading: Kata in Healthcare free white paper by Mike Radtke
Recommended Prerequisite Sessions: None
Who Should Attend: Clinical and non-clinical leaders across the healthcare industry
Click here for complete information on CE credits, provided by MetaStar

Back to top

Leader Standard Work 

Too much work and not enough time? Feel like at the end of the day you have done a thousand tasks, but didn’t get anything accomplished? Far too often we work on the “trivial many” and not focus on the “critical few.” 

Leader Standard Work can help overcome that frustration. The concept of Leader Standard Work isn’t new, yet many organizations struggle with properly using this powerful tool. During this training, you will learn what Leader Standard Work is, how to create an interlocking system of Leader Standard Work and then successfully implement at Gemba. Most importantly, you will also dive into how to maintain it with the powerful Kamishibai audit system and roll it into a Leadership Accountability Board. 

At the end of this session, participants will be able to:
  • Identify the four Elements of Lean Leader's Standard Work
  • Describe the purpose, method and benefits to create a Leader Standard Work program, including the layering and interlocking of Leader Standard Work at various levels of the organization
  • Diagnose the "misses" on Leader Standard Work and what actions are required
  • Integrate Leader Standard Work with "Gemba Walks with Purpose" and Visual Management systems
  • Understand the key elements, benefits, and importance of Leader Accountability Boards
Faculty: Mike (Jeffery) Hill or other Beckman Coulter/Danaher staff
Date: Wednesday, February 21, 2018
Schedule: 1-day (8:00 am - 4:00 pm)
Price: $690
Recommended Reading: 
Beyond Heroes: A Lean Management System for Healthcare by Kim Barnas
Recommended Prerequisite Sessions: None
Who Should Attend: Clinical and nonclinical leaders across the healthcare industry

Back to top
Maximizing Your Improvement Team

As your organization has progressed on the improvement journey, has the Improvement Team changed themselves to provide maximum value? Many organizations start with a tool-based approach and over time these organizations learn that long-term sustainability requires transformation of leadership behaviors and practices. Maximizing your performance also requires the transformation of the Improvement Team from event-based facilitators and teachers to improvement system stewards and coaches.

During this one-day session, create a plan to make your Improvement Team one of the most valuable assets of your organization. Generating value will come from learning to connect activities of the team to all aspects of the journey using the Transformational House as a framework. Identify opportunities to increase the team’s effectiveness and value to the organization while being stewards of your organization’s improvement system.

At the end of this session, participants will be able to:
  • Define the roles of the Improvement Team as the organization progresses on their transformational journey
  • Describe the difference between tool-based and principle-based approaches as it relates to the Improvement Team
  • Assess your organization’s improvement team against ideal systems and behaviors
  • Develop a plan to maximize the Improvement Team’s impact in progressing the organization’s transformation journey
Faculty: Theresa Moore
Date: Tuesday, February 20, 2018
Schedule: 1-day (8:00 am - 4:00 pm)
Price: $690
Recommended Reading: Management on the Mend: The Healthcare Executive Guide to System Transformation by John Toussaint, MD
Recommended Prerequisite Sessions: None
Who Should Attend: Clinical and nonclinical leaders across the healthcare industry
Back to top


Principle-Based Transformation 

Have you been practicing a ”tool-based” transformation and wondering why it is not achieving sustainable results? The tools alone are not enough; people need to understand the “Why” behind the “How.”

In this one and half-day session, we will explore the two architectural methods for improvement: 1.) Tool-based architecture, and 2.) Principle-based architecture. Both are necessary in the evolution of your culture. Learn key concepts behind the principle-based architecture and how it is transforming other healthcare organizations. During the second day, you will have the opportunity to practice the observation of behaviors in a healthcare environment, and discuss which systems are supporting these behaviors.

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

  • Describe the relationship between Behaviors, Principles, Systems, Tools, and Results
  • Identify key systems for your organization to Align, Enable, and Improve
  • Explain how to connect your Key Performance Indicators (KPIs) to your Key Behavior Indicators (KBIs)
  • Examine performance and behaviors to identify system improvement opportunities
  • Identify roles and responsibilities for executives, leaders, and frontline staff
Faculty: Jake Raymer
Dates: Wednesday, February 21 and Thursday, February 22, 2018
Schedule: 1.5-days Wednesday 8:00 am - 4:00 pm and Thursday 8:00 am - 11:30 am
Price: $1,200
Recommended Reading: Management on the Mend: The Healthcare Executive Guide to System Transformation by John Toussaint M.D.
Recommended Prerequisite Sessions: None
Who Should Attend: Clinical and non-clinical leaders across the healthcare industry
Click here for complete information on CE credits, provided by MetaStar

Back to top

Rapid Strategic Learning: A System for Managing Strategy

Does your organization quickly maneuver and adapt to changing conditions?  Do you have a system to learn rapidly and adjust course? Or does your organization call for full steam ahead like the Titanic, following the old strategic plan even if it has become outdated?  Do your operational leaders feel overwhelmed as one strategic initiative is piled on top of the others?  In today’s quick pace environment, learn how to both quickly develop and test a successful strategy as well as connect the system for managing your strategy to your lean management system.  

Strategic planning and deployment is the process of choosing a set of breakthrough initiatives to propel the organization toward its vision, or True North, then deploying those initiatives under conditions of uncertainty and competition. You must learn quickly through disciplined, rapid experimentation as you implement these initiatives to create unique value for customers. 

Through this program, learn a framework to define and draft new strategies aligned with achieving your organization's aspirations or True North. Learn how to test your breakthrough strategy assumptions and develop fail-fast experiments while balancing these breakthrough initiatives with your improvement system to close the gap on True North, deploying priorities in a respectful way.

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

  • Learn and practice the key components of a Strategic System in a lean organization
  • Demonstrate how to apply the P-D-S-A cycle to develop and implement clear, concise strategic initiatives to achieve True North
  • Express how the organization's management system, continuous improvement, strategy deployment, and True North connect to focus and align work within the organization
Faculty: Jeff Hunter
Date: Tuesday, February 20, 2018

Schedule: 1-day (8:00 am - 4:00 pm)
Price: $690
Pre-reading: Where's the Strategy in Strategy Deployment?  a Catalysis white paper by Jeff Hunter
Recommended Prerequisite Sessions: None
Who Should Attend: Clinical and non-clinical leaders across the healthcare industry involved in making or implementing strategic decisions
Click here for complete information on CE credits, provided by MetaStar

Back to top

Spreading Improvement

How 
do you spread? What are you spreading? Process steps, actions, behaviors? How do you address both the technical and social challenges that result from differences that exist from one area to the next? How do you include the social challenges of people resisting change? How do you promote scientific thinking as you move to create common practices across your organization that deliver on improved outcomes? Spreading improvements is a challenge for any organization. Whether you developed the “model cell” yourself and then want to spread the process elsewhere, or you identify an industry “best practice” that you want to implement widely, there are challenges that exist. 

In this workshop, you’ll learn both a process for clearly outlining a model cell as well as how to begin thoughtfully spreading processes and behaviors by adapting the processes to meet the needs of the receiving area, while simultaneously respecting the human aspects of change management.

At the end of this session, participants will be able to:
  • Describe key elements of creating a model cell
  • Recite a process for spreading that incorporates technical and social elements of change management
  • Explain key components relating to effective change management and how it applies to spread
  • Verbalize the importance of coaching related to piloting 
Faculty: Mike Radtke
Dates: Monday, February 20, 2018
Schedule: 1-day (8:00 am - 4:00 pm) 
Price: $690
Recommended Reading: 
Beyond Heroes: A Lean Management System for Healthcare by Kim Barnas
Recommended Prerequisite Sessions: None
Who Should Attend: Clinical and non-clinical leaders across the healthcare industry

Back to top

Danaher Business System Tour

Do you believe success happen by accident? Danaher contributes their success to the Danaher Business System (DBS), a proven system that drives every aspect of their culture and performance. Beckman Coulter, a division of Danaher, has implemented the DBS to guide what they do, measure their performance and create opportunities for improvement.

Join us at Beckman Coulter to see and hear examples of the Danaher Business System. Learn how Danaher's core values fuel the DBS engine that drives the company through a never-ending cycle of change and improvement. Learn more about Danaher's view that exceptional people develop outstanding plans and execute them using world-class tools to constructs sustainable processes, resulting in superior performance. Superior performance and high expectations attract exceptional people, who continue the cycle. Guiding all efforts is a simple philosophy rooted in four customer-facing priorities: Quality, Delivery, Cost, and Innovation.

At the end of this session, participants will be able to:
  • Identify the key components of success go beyond the tools
  • Recognize the connectivity between people, systems, processes and results
  • Discover DBS techniques and components utilized by Beckman Coulter to advance their lean transformation journey
Faculty: Beckman Coulter or Danaher staff
Date: Friday, February 23, 2018
Schedule: 1/2 day (8:00 am - 11:30 am)
Recommended Reading: Management on the Mend: The Healthcare Executive Guide to System Transformation by John Toussaint M.D.
Recommended Prerequisite Sessions: None
Who Should Attend: Clinical and non-clinical leaders across the healthcare industry

Back to top

Go and See at MemorialCare

Do you believe in the saying "a picture is worth a thousand words"?  During this session, you will be going to gemba (where work happens) to see how lean thinking is applied in the pursuit of lean transformation.
 
While in the gemba, you will see examples and hear stories of improvement successes, struggles, and failures from several areas which may include operations and support functions. Various areas are selected to provide you with an opportunity to see daily continuous improvement, problem-solving using A3 thinking, strategy deployment, and engagement of the front-line staff.

At the end of this session, participants will be able to:
  • Identify problem-solving techniques utilized in the work
  • Recognize the connectivity between senior leader deployment of strategy to the front-line staff
  • Discover techniques and systems utilized by the organization to advance their lean transformation journey
Faculty: Leaders at MemorialCare
Date: Friday, February 23, 2018
Schedule: 1/2 day (8:00 am - 11:30 am)
Recommended Reading: Management on the Mend: The Healthcare Executive Guide to System Transformation by John Toussaint M.D.
Recommended Prerequisite Sessions: None
Who Should Attend: Clinical and non-clinical leaders across the healthcare industry

Back to top

 

Contact Information

  • If you have any questions about the programs, location, or registration, please feel free to call our team at 920-659-7500.