Healthcare Systems Process Improvement 2016
Join SHS


Attend the conference. Network with colleagues. Update your skills and put yourself ahead of the game.

The pre-conference workshops on Feb. 18 offer in-depth, skill-building tools and focus on the topics that you will require for career advancement and professional development. Enhance your learning experience and maximize your networking opportunities by attending one of our pre-conference workshops.

8 a.m. – Noon: Jump Start Your Clinical Analytics Program to Accelerate Improvement Results

Julie Bartels and Brian Veara, ThedaCare Center for Healthcare Value, Cort R. Garrison, M.D., Salem Hospital, Christopher Elfner, Bellin Health Systems

Widespread adoption of EMRs has resulted in the exponential growth of healthcare data however the collection of data by itself does not drive improved organizational performance. Like other enterprise assets, healthcare data must be leveraged to produce value. A clinical business intelligence (CBI) program turns data into insight and supports improved decision making.

The spectrum of potential performance improvement within a healthcare organization spans from market level to bedside. A robust CBI strategy is closely aligned with the overall strategy of the enterprise assuring appropriate initiative/project prioritization and resource assignment. It also draws line of sight between the big picture (what's our HCAPS score) and the micro (how do we improve hand washing compliance) helping employees at every level understand the cause and effect of their decisions/actions. A CBI strategy and road map taps the value of enterprise data by providing insights about processes, performance gaps and improvement opportunities.

The CBI road map transforms the strategy into discrete, sequenced activities that result in the mindset, skillset and tool set that signal a truly data driven organization.

Healthcare organizations need a ‘getting started toolbox’ to kick start or accelerate their CBI efforts. This program is designed to provide contextual, practical, actionable information to do just that.

About the presenters: Julie Bartels, RHU, is executive vice president of national healthcare information at ThedaCare Center for Healthcare Value. In this role she leads the Clinical Business Intelligence Network and participates in several national quality measure and comparative reporting initiatives. She has a broad background in big data, comparative analytics and performance improvement.

Brian Veara is Program Manager of the Clinical Business Intelligence Network. In his prior life he developed the clinical analytics program at ThedaCare. As the leader of Decision Resources for Thedacare Brian built the analytics department from the ground up and worked closely with Operations and Clinical Quality leaders to support dramatic and sustained improvements in patient care.

Cort Garrison began serving as the Chief Information Officer for Salem Hospital in July, 2011. He has more than 20 years’ experience in the healthcare industry across a complex organization.

He is the former Chief Medical Information Officer and Medical Director of Informatics for Salem Hospital from 2005 – 2009 leading multiple teams and committees implementing a complex EHR system for a 440-bed hospital.

From 1998 to 2011 Cort as held various Medical Staff Executive positions; Chair Pharmacy and Therapeutics Committee, Chair Hospital Based Specialty Department, Co-Chair of Quality Council responsible for implementation and barrier removal for core measures and quality initiatives, Chair of By-Laws review Committee, Member of the Medical Executive Cabinet, President Elect of Salem Hospital Medical Staff and President of Salem Hospital Medical Staff.

Christopher Elfner is the Team Lead of the Decision Support team at Bellin Health and the Operational Lead for Bellin Health’s System of Measurement. The System of Measurement provides direction and structure for organizational measurement of Bellin’s Mission and Vision, ongoing performance, and improvements and innovations. The Decision Support team is the engine under the system of measurement.

Prior to joining Bellin Health, Christopher spent 18 years as a consultant who worked with organizations to increase productivity, elevate market share, boost revenue, deliver better products and services, and generally working smarter.

8 a.m. – Noon: Practical Advice and Real-World Examples for Improving Surgical Performance

Keith Poole, khrusallis, Joseph Swartz, Franciscan St. Francis Health

Join us for a workshop covering all aspects of improving surgical flow and overall performance – PAT, scheduling, patient arrival, pre-op destinations and patient prep, communication, sterile processing, OR turnover including staff roles, PACU, discharge, and bed placement. We will also review commonly associated metrics and specific considerations based on how they are really calculated.

Surgery Departments are strategically important to hospitals, as they are usually the second largest source of inpatient admissions. They can also be fraught with waits and delays, which can frustrate staff, patients and family members. Join us for a workshop covering all aspects of improving surgical flow and overall performance – pre-admission testing (PAT), surgery scheduling, patient arrival on the day of surgery, pre-op destinations and patient prep, communication between departments, opportunities for integration with Endoscopy and Cath Lab, sterile processing, case and operating room (OR) turnover including staff roles and movement, flipping ORs, post-acute care unit (PACU) optimization, discharge to home, and inpatient bed placement. We will also review commonly associated metrics and specific considerations based on how they are really calculated.

Significant improvement in surgical performance requires bringing together many skilled process improvement resources – bringing together Lean principles, workflow analysis, labor and productivity, cost reduction, supply chain, and clinical expertise for results no one discipline can achieve on its own. We will showcase several examples of such highly successful collaborations, resulting in tangible improvements in patient flow along with quantifiable cost reductions. Take home practical advice for achieving similar results at your facility.

About the presenters:
Keith Poole, MSQA, is currently working as a leadership advisor with khrusallis, a transformation company specializing in healthcare. Proving once and for all that quality tools are universal, he managed to turn a metallurgical engineering degree into a career in healthcare. Keith has previously worked as a quality professional for Arcelor Mittal (one of the world's largest steel producers), Merkle-Korff (a world-wide manufacturer of small electric motors), NAVTEQ (the world's leading digital map provider), Sisters of St. Francis Health Services (now Franciscan Alliance), as a corporate Director of Performance Improvement with Hospital Corporation of America (HCA, the largest hospital system in the U.S.), and most recently served as a Performance Improvement Consultant with University Healthsystem Consortium (UHC – member organization and data processor for every major academic medical center in the U.S.).

Joseph Swartz is the director of business transformation for Franciscan St. Francis Health of Indianapolis, Indiana. He has been leading continuous improvement efforts for 16 years and has lead more than 150 lean and Six Sigma improvement projects. He is the co-author of Seeing David in the Stone: Finding and Seizing Great Opportunities. He is also the co-author (with Mark Graban) of the upcoming book Healthcare Kaizen: Engaging Front-Line Staff in Sustainable Continuous Improvements.

1 – 5 p.m.: Mastering Your EQ – Emotional Intelligence – The Key to Change Leadership Success

Jean Ann Larson, Jean Ann Larson & Associates

As improvement professionals we are the change leaders and influencers in our organizations. Understanding the multifaceted aspects of EQ will help us be better change leaders enabling us to more effectively facilitate continuous improvement and change in our organizations. This workshop will help participants be aware of and develop their own emotional intelligence or EQ muscle.

This four hour workshop is a deeper dive into Dr. Larson’s popular 50 minute session on EQ at last year’s conference. It will include a customized EQ assessment and report for each participant. 

Competency and behaviors will take us only so far in our professional and personal lives. Often the Achilles heel for change leaders is a deficit in emotional intelligence. For longer term sustainable success, we must master our emotional intelligence skills. This session will introduce you to EQ fundamentals such as self-awareness, self-regulation, motivation, empathy and social skills. At the end of this session, you will have a better understanding of your own, EQ or emotional intelligence and how it can be further developed. This in turn will help you use your best thinking, make the best decisions, and be a more effective change leader.

You Will Learn: The fundamentals of EQ – Emotional Intelligence; Your EQ strengths and opportunities; Practical tools and approaches to improving your EQ.

Session Content: Assessing Your Emotional Quotient (EQ) – reviewing our EQ report; The Five Areas of Emotional Quotient; Intrapersonal Emotional Quotient; Interpersonal Emotional Quotient; Applications, case studies and EQ exercises and practice for your professional and personal life; Creating a personalized actionable plan for EQ development and improvement.

About the presenter: Dr. Jean Ann Larson, FACHE, FHIMSS, DSHS has led organizational, professional and business transformations for more than 25 years. She has served as an internal process engineer and consultant, a change agent, and chief learning officer founding an award-winning and respected corporate university. She also served as a senior executive of two large healthcare organizations where she has led the functions of organizational effectiveness, process improvement, executive development, talent management, team building, employee engagement, accreditation, quality, strategic development facilitation as well as several clinical areas.

Jean Ann currently heads up her own management consulting practice where she partners with business owners, leaders, executive teams, and individuals to help them become more productive while bringing innovation into their organizations through process redesign, change management and business consulting, facilitation, speaking and executive coaching engagements.

Jean Ann has degrees in industrial engineering, an international MBA and a doctorate in organization change. She has written, edited and published books and many articles on process redesign, process improvement, leadership organization change and transition. Her most recent book is Management Engineering: A Guide to Best Practices for Industrial Engineering in Health Care. She is a frequent presenter at national and international conferences on process redesign, change management, leadership, transformation, cultural change, learning and organization development. She is the immediate past president of the Society for Health Systems of the Institute for Industrial Engineers and a former vice chair of the Health Care Information and Management Systems Society.

1 – 5 p.m.: Measuring and Managing Costs Using Time-Driven Activity-Based Costing

Derek Haas, Harvard Business School

Learn how to use time-driven activity-based costing (TDABC) to measure and manage costs for a medical condition. Participants will engage in a case discussion of a hospital that applied TDABC, and see the range of ways TDABC is being used to improve performance in healthcare.

Time-Driven Activity-Based Costing (TDABC) is a two-step approach for measuring and managing costs. The first part involves mapping out the activities that occur over a care cycle, and then identifying what type of staff member is performing each activity, and how long it takes. The second step involves calculating each type of staff member’s cost per minute of time (CPM), then multiplying the CPM by the amount of time the staff member spends, and finally summing up these numbers to come up with a total cost of the care cycle. One can also factor in additional types of costs, such as supplies, space and equipment.

TDABC first was applied in health care in 2010 at MD Anderson, and since then has been used by over 50 provider organizations. TDABC is most commonly used in performance improvement projects, as well as part of the process for preparing for bundled payments. The approach has been used across a spectrum of medical conditions from episodic care (e.g. joint replacements and child birth) to chronic care (e.g. diabetes and chronic kidney disease), and primary care (e.g. medical homes and care transitions). During the session, participants will learn how they can begin applying TDABC.

About the presenter: Derek Haas is a senior project leader at Harvard Business School in Boston, Massachusetts, working on value management in healthcare. He is also on the faculty of the Institute for Healthcare Improvement’s Joint Replacement Learning Community. He has previously served on the staff of the President’s Council of Economic Advisers, advised the Massachusetts Office of the Inspector General, consulted with Bain & Co., and worked with the Massachusetts Association for Chamber of Commerce Executives to make health insurance more affordable for small businesses. Mr. Haas holds a MBA and a BA in economics from Harvard University.

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The Institute of Industrial Engineers has been approved as an authorized provider by the International Association for Continuing Education and Training (IACET), 1760 Old Meadow Road, Suite 500, McLean, VA 22102. As an IACET Authorized Provider, IIE offers CEUs for its programs that qualify under IACET guidelines.