Promotion of Lean Six Sigma, Process Improvement and Operational Excellence philosophies within the Healthcare sector to ensure the continued provision of safe, efficient and high quality patient care.
http://www.h-pin.net
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Healthcare Process Improvement Network (H-PIN)
1. Annual General Meeting: September 28 - 30, 2010
Holiday Inn Mart, Chicago IL
H-PIN’s Mission Statement:
The promotion of Lean Six Sigma, Process Improvement and
Operational Excellence philosophies within the Healthcare
sector to ensure the continued provision of safe, efficient and
high quality patient care
Tel: +1 800-822-8684 or 1 646-378-6026 Fax: +1 646-378-6025 Email: enquire@iqpc.co.uk
2. Online Lean Six Sigma and
Process Improvement
Information Resources
H-PIN provides its members with an
invaluable source of information and news
directly related to Lean Six Sigma and
Process Improvement improvements in the
Healthcare industry.
Through our quarterly newsletter, members
have access to news, whitepapers and
interviews with key industry figures to help
them transform and optimize their own
Lean Six Sigma and Process Improvement
programs.
Recognition of Community
Achievements: The H-PIN
Awards!
Winning an award or even being shortlisted
can provide a real boost for your program.
It will cement the functional value of
operational excellence within your business
and inspire and motivate the rest of your
colleagues to drive adoption of Lean Six
Sigma and Process Improvement projects.
Read on for more information on entering
your program for an award
About H-PIN Onsite Networking and
Benchmarking at the Healthcare
Process Improvement Network’s
What is the Healthcare Process Improvement Network and how Annual General Meeting
will it help my organization to streamline its clinical and non- The H-PIN Annual General Meeting in
clinical processes? September is an opportunity not only for H-
PIN members to meet each other in person
and benchmark existing Lean Six Sigma and
The Healthcare Process Improvement Network (H-PIN) is your Process Improvement program; but also to
look forward to the improvements to be
gateway to other professionals working in Lean Six and Process made in the next 12 months.
Improvement across the country. Through a variety of mediums, both
Flip over a couple of pages for more
online and in person, you will have the chance to connect with your information on the H-PIN AGM
peers from across the US to make collective improvements in the
advancement of your Lean Six Sigma and Process Improvement
Online Networking Facilitation
programs to radically streamline care and ensure quality, safety and and Access to a Nationwide
efficiency in patient care. Community
H-PIN members have access to exclusive
With onsite and online opportunities to share knowledge and online networking groups on LinkedIn
experience, you’ll be hard pushed to pick which innovative and providing them with exclusive access to
some of the most active players in the Lean
successful program to learn from next! Six Sigma and Process Improvement
Healthcare world.
Members have the privilege to access
networking opportunities that extend
beyond their local chapters to the nations
key Lean Six Sigma and Process
Improvement professionals.
2 Tel: +1 800-822-8684 or 1 646-378-6026 Fax: +1 646-378-6025 Email: enquire@iqpc.co.uk
3. Speakers and contributors at
the 2010 H-PIN AGM
Donna Powers, RN, MPA Six Sigma Master Black
Belt, North Shore Long Island Jewish Health
System
Keith Poole, Head of Lean Six Sigma, Healthcare
Centers of America
Airica Steed, Vice President of Professional Services
& Operations Excellence, Condell Medical Centre
September 28 - 30, 2010 Herb Debarba, Vice President of Lean Operations,
Cancer Treatment Centers of America
Jackie Gonzalez, Senior Vice President and Chief
Nursing Officer, Miami Children’s Hospital
The Annual General Meeting Glenn Crotty, Chief Operating Officer, Charleston
An opportunity for the entire network to come together to discuss all Area Medical Centre
things Process Improvement will ensure that you return to your office Matt Hanrion, Director of Continuous Improvement,
Provena Medical Centre
with the tools, ability and enthusiasm to:
• Ensure ultimate standards in Patient Safety Edgar Sur, Executive Vice President and Head of
Operational Excellence, Bayer Healthcare
• Maximize the Quality of Care
• Provide a valuable service that remains Financially Viable
David Bloomquist, Director of Lean Six Sigma,
Emory Healthcare
Keith Paulsen, Senior Communications Consultant -
Quality, Kaiser Permanente
Sal Bognanni, Clinical Performance Improvement
Director, Iowa Health System
Valentine Boving, Senior Quality Engineer,
Anderson Healthcare
Alexander Kolker, Operational Excellence Director,
Who will be there? Apart from the speakers, who else Children’s Hospital and Health System
will be at the AGM? Our subscribers include people Lisa Olenski, Transformation Training Performance
across various healthcare disciplines, for example: Improvement Manager, BJC Healthcare
Todd Lammert, Lean Six Sigma Black Belt,
• Board Members, chiefly COO, • Black Belt Columbus Regional Hospital
CMO, CNO • Green Belt Robert Costello, Director of Process Improvement,
• Lean Six Sigma Leader Northwestern Memorial Hospital
• Performance Improvement
• VP Operations Manager Ginger Reiwe, Chief Financial Officer, Community
Health Centre of Lubbock
• Process Excellence Director • Doctors Brenda Farnsworth, Director of Quality, Lakeland
• Head of Quality • Nurses Regional Medical Centre
• Operational Excellence Leader • Surgeons Doug Sabotin, Head of Lean Six Sigma, Columbus
Regional Hospital
• Master Black Belt Antonio Pedini, Six Sigma Deployment Champion
and Master Black Belt, Covenant Healthcare
Brock Husby, Senior Lean Healthcare Coach,
5 Reasons to subscribe to the Healthcare Process Alatrum Institute
Tejas Gandhi, Assistant Vice President, Management
Improvement Network Engineering Department, Virtua Health
Jason Bosire, Senior Manager of Management
Year round access to exclusive content on the USA’s most Engineering, Virtua Health
1 successful Process Improvement Programs Stephen Spear, Operational Excellence & Innovation
expert, Author of Chasing the Rabbit
A diversity of knowledge sharing mediums from online
2 networking facilities to webcasts and articles through to Dennis Deas, Senior Director, Healthcare
onsite lectures caters to all your learning needs Performance Improvement, Kaiser Permanente
Patti Burchett, Director, Process Management
The three day H-PIN AGM is a concentrated learning Department, Bronson Healthcare Group
3 experience providing an essential opportunity to learn and Jennifer Van Dyke, Process Improvement Leader,
share from the wider community Northwestern
Content across the year is created by Process Excellence Kristopher Goetz, Manager of Performance and
4 Practitioners for Process Excellence Practitioners – all sent Innovation, Northwestern
straight to your inbox Sharon Chandler, MS, RN, LMFT, LCSW, Columbus
Regional Hospital
5 Get your work recognized among the community and your Randy Snyder, MBA, CLSBB/CSSBB, Columbus
company at the H-PIN Awards Regional Hospital
Tel: +1 800-822-8684 or 1 646-378-6026 Fax: +1 646-378-6025 Email: enquire@iqpc.co.uk 3
4. Pre AGM Workshops September 28, 2010
Kick Start your learning experience with our Pre Conference Interactive Workshops – this is your chance to discuss
critical issues with focused groups of your peers.
09:30 – 12:00
Project Selection: Building your Process Change/Process Management & Relationships
A Improvement Portfolio B
If you had all the time and resources in the world there would still be too No matter what stage of adoption your job is to implement key changes
much to do – prioritization and the building of a coherent overarching across your organization. You are guaranteed to come up against resistance
Process Improvement Plan is a necessity (especially since you don’t have all from all levels of the workforce but how do you navigate around it? You can
the time in the world). In this workshop you will work together as a group guarantee that everyone in this workshop will have a different idea!
to identify key methodologies to prioritize projects and build a portfolio that Use this workshop to work together to establish:
OR
will deliver your organization results in its more critical areas. • The key success factors in a change management strategy that works
• Building a sustainable Process Improvement Program for your organization • The impact of relationships between groups within your organization,
• Selection and prioritization between clinical and non-clinical processes including the impact of team and stakeholder engagement
• Moving from a single project to a culture of Continuous Improvement • How you will create an integrated approach to change management
Workshop Leader: incorporating both the organization’s strategic goals, departmental aims
Antonio Pedini, Six Sigma Deployment Champion and Master Black Belt, and personal objectives
Covenant Healthcare Workshop Leaders:
Sharon Chandler, MS, RN, LMFT, LCSW, Columbus Regional Hospital
Randy Snyder, MBA, CLSBB/CSSBB, Columbus Regional Hospital
12:30 – 15:00
What if… The Monte Carlo Simulation Model Lean Operating Room
C D
You’ve been working hard to solve a problem. You think you have the Using Lean methods to decrease Operating Room turnaround time to
solution, but then it dawns on you: there is really a range of possible improve efficiency, quality, safety, and staff satisfaction.
outcomes to your solution. How do you represent that? How do you • Practical, high-impact solutions that the teams developed in these intensive
convey that information to others in a meaningful way? Simulation events will demonstrate the unique potential of a collaborative Lean approach
modeling provides the answer to this problem when applied to your Process • Using a multi-disciplinary, team-based Lean Kaizen event approach,
Improvement initiatives. In this workshop you will discuss:
OR multiple case studies of decreasing Operating Room turnaround times by
• The premise behind the Monte Carlo Simulation model 50%+ will be analyzed
• The impact that it can have on patient satisfaction levels and scheduling efficiency • In addition to the significant efficiency and utilization improvements,
• The use of simulation in ambulatory services at Emory Healthcare substantial improvements in quality, safety, and staff satisfaction that
Workshop Leader: resulted will be studied
David Bloomquist, MBA MS SSBB, Management Engineer, Operations Workshop Leader:
Improvement, Emory Healthcare Brock Husby, Senior Lean Healthcare Coach, Alatrum Institute
15:30 – 17:00
Free Copy
of Chasing the
3 hours with Stephen Spear! Precise details to be announced prior to the AGM
E Rabbit for all AGM
attendees!
Well known for seminal Harvard Business Review articles, "Decoding annual operating savings, and he was integral to
the DNA of the Toyota Production System" and "Fixing Healthcare creating the 'Perfecting Patient Care' system for the
from the Inside Today," McKinsey Award and fi vetime Shingo Prize Pittsburgh Regional Healthcare Initiative. PRHI hospitals reduced and
winner Steven Spear shows how 'high velocity organizations' eliminated scourges like central line associated infections, surgical site
outrace their rivals even in the most hyper competitive industries in infections, and patient falls. This cut unnecessary suffering, raised quality,
his award winning and critically acclaimed book, The High-Velocity and reduced overburden on staff. Beyond this, Spear has worked with
Edge: How Market Leaders Leverage Operational Excellence to Beat clients as diverse as Lockheed Martin, Intuit, and leading teaching
the Competition (McGraw Hill 2009). Drawing on Spear's expertise hospitals, has published in The New York Times, The Boston Globe,
in process excellence, organizational learning and innovation, Annals of Internal Medicine, and Academic Medicine, and he has spoken
competitiveness, and health care delivery, Chasing the Rabbit to audiences ranging from the Association for Manufacturing Excellence
demonstrates how the leaders of any organization can generate and sustain high to the Institute of Medicine.
speed, broad based improvement, innovation, and invention based on how they
Spear is a Senior Lecturer at the Massachusetts Institute of Technology and
design complex systems of work, solve problems, share knowledge, and develop
a Senior Fellow at the Institute for Healthcare Improvement. He has a
others to do the same. The universality of these approaches is reinforced with
doctorate from Harvard Business School, masters in engineering and in
examples spanning high tech and heavy industry, new product design and
management from MIT, and a bachelors degree in economics from
production, software services, health care, and the military.
Princeton. He was previously employed by Prudential-Bache, the US
Congress Offi ce of Technology Assessment, the University of Tokyo, and
The ideas in Chasing the Rabbit are well tested in practice. Spear helped develop
Harvard Business School.
the Alcoa Business System, which recorded hundreds of millions of dollars in
4 Tel: +1 800-822-8684 or 1 646-378-6026 Fax: +1 646-378-6025 Email: enquire@iqpc.co.uk
5. AGM Day One Sessions September 29, 2010
Plenary Sessions
Chairman’s Opening Address
Doug Sabotin, Head of Lean Six Sigma, Columbus Regional Hospital
The High Velocity Edge: How Market Leaders Generate and Leverage Operational Excellence to Beat the Competition
Across myriad sectors--high tech and heavy manufacturing, product design and production, industry and services, some organizations are able to generate far more
value with far fewer resources and effort than their rivals. The resulting customer delight generates market leadership despite intense competition. These 'high
velocity organizations' consistently win based on their capacity for generating and sustaining broad based, high speed, relentless improvement and
innovation. Even when others are stymied by the complexity of their work and organizations, the leaders run solidly out in front.
In this high energy leadership session Stephen Spear, Author of international blog, “Chasing the Rabbit” will:
• Introduce the capabilities that underpin high velocity organizations
Free Copy
• Explain how you can also create capacity for relentless, high speed, broad based improvement and innovation
of Chasing the
• Explore the role of leadership in generating high velocity in your own organization Rabbit for all AGM
Stephen Spear, Operational Excellence & Innovation expert attendees!
Steven J. Spear is the author of Chasing the Rabbit: How Market Leaders Outdistance the Competition (re released as The High Velocity
Edge) and is a Senior Lecturer at MIT. Five-time Shingo Prize and McKinsey award winner, Spear’s “Decoding the DNA of the Toyota Production
System” and “Learning to Lead at Toyota,” are part of the lean manufacturing canon. His “Fixing Healthcare from the Inside, Today” and articles in Annuals of
Internal Medicine and Academic Medicine have been on the forefront in health care improvement. Stephen also hosts the International blog: Chasing the Rabbit.
Quality, Safety and Cost: Can you really have it all?
With unsustainable costs of healthcare, you need to lower costs within your organization. At the same time patients are demanding better quality of care, and
payments are moving to Medicare levels. The only way to consolidate all these issues is to improve processes and move to a more efficient model.
• Identifying cost drivers and value delivered
• Quantifying patient safety and quality
• Strategies for lowering cost while increasing quality and safety
Glenn Crotty, Chief Operating Officer, Charleston Area Medical Centre
Morning Networking Break and Coffee
CONCURRENTS SESSIONS BEGIN
EARLY PROGRAMS MID LIFE PROGRAMS ADVANCED PROGRAMS
Starting out on a Lean Journey: Where Iowa Health System’s Blueprint for Deploying the next step in the Lean
to begin? Delivering Ideal Patient Care: The Management System
• Lean 101: What is it and how does it work? Democratization of Improvement • Going beyond the application of Lean in isolated
• Starting out - What are the key steps as you • Understand the value of direct observation of the projects to the proliferation of overall operational
being your journey? work excellence
• Possible pit falls, avoid common mistakes and set • Understand the importance of the Scientific • Linking the use of Six Sigma, Lean and Rational
backs along the way Method and structured problem solving in Management strategies
Matt Hanrion, Director of Continuous improving care • Focusing on the standardization of processes and
Improvement, Provena Medical Centre • Use of the A3 Tool for driving real-time problem behaviors across core competencies
solving Lisa Olenski, Transformation Training
Sal Bognanni, Clinical Performance Improvement Performance Improvement Manager, BJC
Director Healthcare
Technology 101: Finding a Process Discussion Session: Simulation Modeling Implementing a macro view of your
Excellence platform that fits your - Applications across your organization program to ensure visibility across
organization •Using data to drive enthusiasm for projects multiple sites
When starting out on a Process Excellence •Using real time updates rather than monthly • Moving from projects carried out in silo to a
Program, it can be overwhelming when deciding reports to ensure the data is relevant to the more simultaneous delivery, to ensure
what technology could aid your projects. physicians every day role consistency in projects
• Gain an understanding of the tools available to Alexander Kolker, Operational Excellence • Ensuring that process owners and managers have
drive your program Director, Children’s Hospital and Health a clear view of both the overall picture and their
• Discover how technology can be used to prove System responsibilities
the ROI of your program And • Taking lessons learned in the healthcare
This session is still open, if you offer the David Bloomquist, Director of Lean Six Sigma, manufacturing industry and applying them to
solution to this problem, call us on Emory Healthcare your healthcare provision practice
+44 207 368 9300 Edgar Sur, Executive Vice President and Head of
Operational Excellence, Bayer Healthcare
Lunch and Networking
Driving Business Improvement Department layout - learning from the Building an entirely Lean facility!
• Driving business improvement in an organization entire layout organization cycle using • Using Lean Six Sigma methodologies to build a
of healthcare specialists Lean Six Sigma new facility that integrated previously disparate
• Ensuring visionary, top-level leadership and talent • Using Lean Six Sigma to optimize the functioning functions
development to maintain the hospital as a of an existing or new facility • Coordinating the provision of care across
business as well as a care provider • Utilize the lessons learned from the renovated previously autonomous departments and functions
• Sharing the Kaiser Permanente model currently layout to further improve your processes • Integrating multiple technology systems
being spread across the entire organization • Case study from the improvement of Pharmacy • Addressing the processes to be used within the
Dennis Deas, Senior Director Layout new facility
Healthcare Performance Improvement, Kaiser Valentine Boving, Senior Quality Engineer,
Permanente Anderson Healthcare
Tel: +1 800-822-8684 or 1 646-378-6026 Fax: +1 646-378-6025 Email: enquire@iqpc.co.uk 5
6. AGM Day One...continued
Achieving quick wins to ensure The move to Electronic Medical Records: Internal talent development using a
engagement for future projects Are you prepared? simulation model to improve staffing
Gaining buy in from senior level down to the care • Increasing access to full records to improve the • Avoid serious underestimation or overestimation
givers can be a long and arduous process. The quality of care given to patients of the required resources
sooner you can do this, the more time and • Reducing medical errors and lowering costs • An illustration of application of management
resources can be used for the projects. Learn about: through an end to end patient record engineering methodology for staffing decision-making
• Kaizen tools and techniques • How to ensure Electronic records are integrated • The models include natural process variability and
• Successes and opportunities across the spectrum provide means of analyzing the various
• ED Case Study Tejas Gandhi, Assistant Vice President, operational scenarios
Patti Burchett, Director, Process Management Management Engineering Department Alexander Kolker, Operational Excellence
Department, Bronson Healthcare Group Director, Children’s Hospital and Health System
Afternoon Break and Networking
Plenary Sessions
Insider knowledge from the C Suite: How to ensure Senior Executives are engaged in your program
In order to run a successful Process Improvement program, you need engaging from every level of the organization. Sometimes reaching those at the top can
prove difficult.
• Creating a mutual understanding of the program from the beginning
• Communicating effectively to ensure engagement on all levels
• Continuing the relationship after close out: How to gain long term support
Ginger Reiwe, Chief Financial Officer, Community Health Centre of Lubbock
Glenn Crotty, Chief Operating Officer, Charleston Area Medical Centre
Edgar Sur, Executive Vice President and Head of Operational Excellence, Bayer Healthcare
The Lean Six Sigma journey in the ER
The ER brings added pressure of care needed to be delivered quickly and effectively, and so efficient processes are critical.
• Reducing clinical risk through DMAIC to increase patient safety
• Ensuring senior management are involved from the start
• Process Mapping to ensure clear objectives are set
Todd Lammert, Lean Six Sigma Black Belt, Columbus Regional Hospital
Chairman’s Closing
AGM Day Two Sessions September 30, 2010
Plenary Sessions
Chairman’s Opening Address
Doug Sabotin, Head of Lean Six Sigma, Iowa Healthcare
Transformational Leadership Lessons Learned When Deploying LSS
• Address the need for inspirational leadership in the drive for truly transformational change across your organisation
• Answer the essential question: What are the essential elements that are needed for sustainability and success?
• Ascertain the key features of a successful top down and bottom up approach to LSS and its deployment
Airica Steed, Vice President of Professional Services & Operations Excellence, Condell Medical Centre
Developing an Award winning Process Improvement program: A Q&A session with the winners of the Process Excellence
Healthcare Awards
• Summary of the winning projects
• How to improve processes to create exceptional business results
• What are the critical success factors in creating a sustainable Process Excellence program?
• Analyzing the core themes and strategies from the award entries and looking ahead to next years strategies.
Panel selected from the Process Excellence Healthcare Award winners and Judges. For more information on how you can enter, download the awards information
pack from www.h-pin.net
Morning Break and Networking
CONCURRENTS SESSIONS BEGIN
EARLY PROGRAMS MID LIFE PROGRAMS ADVANCED PROGRAMS
Understanding the end to end process Using the needs of your patients to Innovate your way out of the 7-Year-
for patients govern your program’s direction Itch
• Looking at the patient process from admittance to • Find out how the Cancer Centers of America got • Using Lean, Six Sigma and other Process
discharge to ensure an end to end process is mapped the highest net promoter score in the world! Improvement techniques to build a toolkit most
• Identifying key areas of improvement to focus on • Putting the Patient at the centre of all projects suited to your organization
• Analyzing how individual projects affect the end • Using Quality of Life as a Measurement • How to keep the workforce engaged to ensure
to end process Herb Debarba, Vice President of Lean Operations your mature program is sustained at the highest
Jennifer Van Dyke, Process Improvement Leader level
And Kristopher Goetz, Manager of Performance Doug Sabotin, Head of Lean Six Sigma, Iowa
and Innovation, Northwestern Healthcare
6 Tel: +1 800-822-8684 or 1 646-378-6026 Fax: +1 646-378-6025 Email: enquire@iqpc.co.uk
7. AGM Day Two...continued
Capability building: Building your Lean Using the Voice of the Customer to White Collar Lean: Make huge savings in
Team identify Process Excellence projects your back office functions
• Who? Select the right cross functional team to • Identifying the customer: Is it a patient, physician • Revolutionize your back office by addressing the
deliver those essential early results or co-worker? efficiency gaps across you billing, payroll and
• How? Address your training according to • Using customer feedback to target specific areas other essential non-clinical functions
different groups’ needs to focus your process excellence efforts on • Ascertain where key improvements can be made
• What? Early selection of projects will determine • Increasing your Press Ganey score in a short to reduce task duplication and wasted time
buy in levels from the outset, how do you strike period of time Joshua Bosire, Senior Manager of Management
the balance? Donna Powers, RN, MPA Six Sigma Master Black Engineering, Virtua Health
Brenda Farnsworth, Director of Quality, Belt, North Shore Long Island Jewish Health
Lakeland Regional Medical Centre System
Lunch and Networking
Maximize patient satisfaction with the Patient Throughput in the ER Ensuring a favourable ROI on long term
improvement of patient through put • Apply an end to end approach to patient flow Process Improvement programs
across your enterprise throughout the ER • How do you ensure you can clearly show returns
• Applying advanced thinking in a low maturity • Find out how the New York Presbyterian reduced on your projects?
programme their patient length of stay by 0.2 days, freeing • Using calculations on salary and time saved to
• Recognising the potential areas of improvement up 2300 beds show increases in amount of time physicians
at the new facility based on past successes • Ascertain what to do to get a 15% improvement spend with the patients
• Adapting advanced approaches to fit in with the in treat and release instances • Using patient satisfaction scores to give an
a less established culture Whole delegation discussion indication of quality
• Application of a system wide LSS deployment Ginger Reiwe, Chief Financial Officer,
structure from the ground up Community Health Centre of Lubbock
Keith Poole, Head of Lean Six Sigma, Healthcare
Centers of America
Plenary Sessions
Spreading a culture of Continuous Improvement across the organization
From nurses up to CEO’s, in order to become an organization that gets the most from itself, you need to embed the culture of Continuous Improvement. But
how do you do that?
• Communicating effectively with each level of the workforce
• Reviewing past projects and involving employees with future plans to ensure they are engaged
• Developing Internal talent to provide the next wave of Process Improvement Leaders
Airica Steed, Associate Vice President of Operations Excellence, Condell Medical Centre
Doug Sabotin, Head of Lean Six Sigma, Columbus Regional Hospital
Herb Debarba, Vice President of Lean Operations, Cancer Treatment Centers of America
Afternoon Break and Networking
Extraordinary times for the Healthcare Industry: are you ready for it?
With the Healthcare Reform on the horizon, this is your chance to discuss the key facts your organization needs to take into account when planning future
process improvement projects. Key questions need to be asked and answers worked towards...
• How the reform will lead to transformations in the business model used by hospitals?
• How will Process Improvement techniques be used to prepare organizations for the changes required?
• How will you address issues such as access, re-admissions and the maintenance of quality without the required revenue increases?
• And most importantly... how can you prepare in advance?
Whole delegation discussion
An award winning system: The “Life Wings” Project
What do the aviation industry and the healthcare sector have in common? More than you might think!
• In both the healthcare and aviation industry, mistakes cost lives, learn from an industry with a fantastic record
• Establish how Six Sigma methodologies applied in the aviation industry can benefit your program
• Address the concept of “crashing” how can you stop your patient care from “crashing”?
Jackie Gonzalez, Senior Vice President and Chief Nursing Officer, Miami Children’s Hospital
Chairman’s Closing
Doug Sabotin, Head of Lean Six Sigma, Columbus Regional Hospital
Testimonials from previous attendees at IQPC meetings:
“Excellent educational opportunity for learning the potential of Six Sigma in changing healthcare.”
- Marcus Jurema, Women & Infants' Hospital
“All very knowledgeable and moved the day quickly. All information very useful. Extremely valuable!”
- Kathy Martin, Baptist Health Medical Center
“Very knowledgeable group with very different approaches to improving healthcare. Extremely valuable. Learned so
much from the others at this event. Great group of people.”
- Shauna Pearce, Good Samaritan Hospital
Tel: +1 800-822-8684 or 1 646-378-6026 Fax: +1 646-378-6025 Email: enquire@iqpc.co.uk 7
8. Get your hard work
Awards
recognized at the
Has your Process Improvement Program been a fantastic success?
Do you have an innovative and exciting improvement project to shout about?
If your answers a yes then why not submit an entry to the H-PIN Awards!
On the evening of the 29th September the members of the H-PIN network will
come together to recognize the achievements of their fellow Process
Improvement practitioners.
This is the community’s chance to celebrate examples of programs and projects
that have gone above and beyond the expected. Any one may submit an entry
(it’s not restricted to H-PIN members) and the judging criteria can be downloaded
from www.h-pin.net
The Categories
There are two categories Project Award: Best Process
that entrants may submit Improvement Project in Healthcare
their work to, Program This award is specifically dedicated to improvements
Level and Project Level. using Lean, Six Sigma or any other recognized Process
Excellence tool. Top entrants will be judged on the
Program Award: Best ability to prove their operational and business results
Process Improvement as well as clarity in execution throughout the process.
Program in Healthcare Marks will be awarded in relation to business impact,
This award is to recognize project execution and innovation.
the vision, business impact
and sustainability of Entries must be submitted by the 6th August
mature Lean Six Sigma and 2010 so log on to www.h-pin.net now to
Process Excellence download your Awards Application Kit.
Programs. Entries will be
judged on their strategy, Don’t want to enter but would still like to come to
capacity for delivery and the Gala Dinner and awards ceremony? Not a
also the extent to which problem, it’s certainly not a night to be missed! You
they have created an can book your place at www.h-pin.net or by calling
environment for change. +1 800-882-8684 or +1 646-378-6026
With 5815 registered hospitals in the US... finding potential
business is like searching for a needle in a haystack!
Sponsorship and Exhibition Opportunities at the AGM
The Healthcare Process Improvement Network’s Annual General Research with your target market shows that their key purchasing criteria includes the
Meeting will provide a forum for some of the most successful and following:
dynamic projects in the Healthcare sector to be profiled among the • Prior knowledge of the solution providers work
most engaged members of the Process Improvement Community. • Reputation of the solution provider amongst the wider community
• Value perceived in the solution Vs Cost
• Integration of the solution with existing systems (particularly important for technology)
If you count Heads of Lean Six Sigma, Quality, Process and
Operational Excellence as your target market, and you have a Knowing this it’s clear that face-to-face engagement is the best way to expand your
valuable product, service or message to communicate to the professional network and win new business tomorrow, next week, next month and even
market then we have plenty of opportunities to help you engage next year.
further with this vast community.
We can offer a plethora of opportunities, from onsite branding and through leadership pieces
Our dedicated sponsorship team can tailor a package to suit your through to exhibition and involvement in the online content provision throughout the year.
business development needs and with access to a network 365
days a year through the online services we provide there really is Send us an email to sponsorship@iqpc.co.uk for more information or give us a call on +44
very little we can’t do. 207 368 9300 and ask for the H-PIN team.
8 Tel: +1 800-822-8684 or 1 646-378-6026 Fax: +1 646-378-6025 Email: enquire@iqpc.co.uk
