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Tuesday, April 26, 2011
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7:30 am -
8:30 am
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8:30 am -
12:30 pm
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During this four hour boot camp the presenters will be discussing:
- Approaches to Throughput Improvement for Different Size Organizations; The Challenges and Successes Each Organization has Experienced
- Financial imperatives in focusing on patient flow to have a more efficient system
- Utilizing lean and integrating the development of a hospitalist program has impacted patient flow
- Steps to decrease length of stay while maintaining high occupancy
- Mental attitude and processes needed to design the clinical throughput and flow to be more patient friendly
- Process Redesign for Improved Patient Flow in an Inner City Emergency Room – Cultural and Structural Preparations and How It All Got Done
- How Lutheran Healthcare redesigned their emergency room by replacing nurses at the front door with physician assistants
- The steps needed to decongest a busy emergency room and still increase overall visits
- How to “ready” an organization for process redesign
- How to Leverage Technology to Improve Quality and Patient Safety
- Implementing point-of-care technology to increase efficiencies
- How technology can improve quality and patient safety
- What you need to be aware of with potential set backs during technological implementation
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12:30 pm -
1:30 pm
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1:30 pm -
5:30 pm
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There has to be a better understanding than is evident in the industry today of the role of risk (both risk assumption and risk aversion) in strategic planning and designing for sustainability. This includes the risks to which medical staffs are exposed due to the rapid movement away from traditional modalities for diagnosis, treatment, education and communication. Dramatic changes in clinical care, along with expanded non-physician scopes of practice and genetics-based prognostication are quickly obsoleting physicians and hospitals lacking flexibility and agility. Irrevocable ties to traditional (and, in many cases, truly outmoded) physical plants render adoption of new technology unachievable by many hospitals, impairing their competitive abilities and accelerating a downhill spiral to mediocrity and below. In today's sophisticated and informed market, this is the kiss of death for many competitive advantages that were sustainable until the current decade.
By attending this workshop attendees will learn the following:
- Analyze the moral and ethical obligations to deliver the best possible outcomes or discontinue the service ("make or shut down" decisions) and managing diversity among providers of identical services
- Examine the essentials of the dichotomy between specialty autonomy / differentiation and evidence-based best practice
- Explore what to focus on as an organization to obtain the best return on your investment
- How are other organizations using incentive structures to increase sustainability
- Conceptualize how to use innovation to sustain change
- Discuss implications for taking on too much too quickly
- What happens when this leadership leaves?
- Is this just the flavor of the day?
- Hear case studies on how to sustain changes through strategic planning and goals for clinical and service excellence, fiscal integrity and professional development
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