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Track 4 Hospitals that seek to enhance quality and safety improvement have numerous proven strategies and methodologies to choose from. Leaders must determine what will work best for their organization, taking into account the organization’s external environment including national health care quality priorities, payer concerns, community needs and regulations, as well as its own culture. This track will feature successful hospitals and health systems and national leaders offering guidance on how to establish priorities and implement the methodologies that will have the greatest impact on improvement.
Thursday, July 24 • 4:00-5:15 pm Leaders from the 2008 AHA-McKesson Quest for Quality Prize® winning organizations While each hospital’s quality improvement journey may be different, the common element in making progress in achieving all six Institute of Medicine quality aims—safety, patient-centeredness, effectiveness, efficiency, timeliness, and equity—is the full participation of all parts of the hospital family. Leaders from 2008 AHA-McKesson Quest for Quality Prize® winner and finalist about their strategies for successfully engaging hospital boards, medical staff, front-line clinicians, as well as the administrative leadership team…and how to make sure everyone is working together. Information on the 2009 cycle of the AHA-McKesson Quest for Quality Prize will be available at the session. Friday, July 25 • 10:30-11:45 am Ford Brewer, MD, MPH, Medical Director, Toyota Motor Manufacturing North America, Georgetown, KY; Vince Newendorp, Vice President of Administration, Vermeer, Pella, IA; J. Kirk Norris, President/CEO, Iowa Hospital Association, Des Moines, IA; Fred Slunecka, Regional President, Avera McKennan, Sioux Falls, SD; and James H. Skogsbergh, President and CEO, Advocate Health Care, Oak Brook, IL Moderated by Stephen R. Mayfield, Senior Vice President and Director, AHA Quality Center, American Hospital Association, Chicago, IL Learn from a diverse panel of health care and industry leaders about promising techniques and methods for redesigning health care processes to reduce waste and enhance efficiency. Evidence suggests that the Lean/Toyota Production System (TPS) can accomplish these goals. This session will offer insights on how to apply Lean/TPS techniques and approaches to organizational contexts that differ from those that pioneered them. The types of change and project management that are more effective for implementing L/TPS will be addressed, with consideration of the role of culture, resources, governance, IT infrastructure, and various workforce characteristics. Panelists also will explore the conditions that facilitate sustaining and spreading improvement initiatives based on L/TPS. Saturday, July 26 • 10:15-11:30 am John Prout, President and CEO, TriHealth, Inc., Cincinnati, OH In 2005, TriHealth, Inc., a $1.2 billion health care organization, was in the midst of launching an ambitious new strategic plan to ensure continued healthy growth and to become a true “health system.” To ensure successful execution, they decided to implement a new “business management system,” which would be based upon the Balanced Scorecard methodology. During implementation, President and CEO John Prout recognized he could take two routes: he could ask for a new top-level Balanced Scorecard-style report, or he could take a much more comprehensive approach involving “cascading” strategic scorecards to multiple layers of the organization and use the scorecards as a basis for ongoing performance reviews. Though the latter would require significantly more time and resources, this approach also promised to drive improved strategic alignment, accountability, performance transparency, and results. Hear about TriHealth’s journey to date, as well as results in both clinical outcomes and overall business goals. Track Platinum Underwriter:
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