KPMG SMGH OHA 07Nov11 Final

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Lean Healthcare Presentation by KPMG and SMGH - Accelerating the Lean Journey for Healthcare Leaders

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KPMG SMGH OHA 07Nov11 Final

  1. 1. The Lean HealthcareJourney –BeyondEarly WinsPresentation for OHA HealthAchieveNovember 7, 2011
  2. 2. Todays Discussion 1 What does the Lean journey look like in Canadian healthcare? 2 Where do organizations typically struggle to scale and sustain gains? 3 How can Lean Leaders accelerate their improvement journey? 4 Discussion© 2011 KPMG LLP, a Canadian limited liability partnership and a member firm of the KPMG network of independent member firms 1affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved.
  3. 3. Lean Improvement Journey: The Textbook Version Year 5-10+ “Culture of Year 3-4 Continuous Improvement” “Making it part of the Year 1-2 Daily Work” “Early Experience” • Islands of improvement in • Improvements focused on • Improvement goals are tied to Goals selected areas key Value Streams True North goals • “Project“ Infrastructure put • Senior team leading the • 80+% of improvement Resources in place to lead the work change occurring through daily events • Focus is on operational • Increasing focus on the • Increasing focus on culture and Focus improvements management system and capabilities (i.e. leader as coach) people – “Respect for People” • Capabilities starting to be • Awareness and education • Capability building tied to Capabilities built with a few people across the organization advancement (including coaching and mentoring)© 2011 KPMG LLP, a Canadian limited liability partnership and a member firm of the KPMG network of independent member firms 2affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved.
  4. 4. But is the real journey so simple?Idealized Reality© 2011 KPMG LLP, a Canadian limited liability partnership and a member firm of the KPMG network of independent member firms 3affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved.
  5. 5. We have a good understanding of the theory… Frameworks Literature Tools© 2011 KPMG LLP, a Canadian limited liability partnership and a member firm of the KPMG network of independent member firms 4affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved.
  6. 6. … an increasing number of case studies…. © 2011 KPMG LLP, a Canadian limited liability partnership and a member firm of the KPMG network of independent member firms 5 affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved.Source: KPMG Patient Access & Flow Client (2010); BMJ Quality and Safety
  7. 7. ...and strong pressure to improve quality, access and costs...© 2011 KPMG LLP, a Canadian limited liability partnership and a member firm of the KPMG network of independent member firms 6affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved.
  8. 8. …but we struggle to demonstrate improvement at scale and pace What are we missing?  Approach for building the capabilities needed (Lean + change) AND regular improvement work ti d t core metrics i t k tied to ti  Practical ‘Lean Management’ model that supports scaling and sustaining performance across the organization/system  Discipline to clearly capture and communicate performance gains© 2011 KPMG LLP, a Canadian limited liability partnership and a member firm of the KPMG network of independent member firms 7affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved.
  9. 9. Todays Discussion 1 What does the Lean journey look like in Canadian healthcare? 2 Where do organizations typically struggle to scale and sustain gains? 3 How can Lean Leaders accelerate their improvement journey? 4 Discussion© 2011 KPMG LLP, a Canadian limited liability partnership and a member firm of the KPMG network of independent member firms 8affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved.
  10. 10. Top Reasons for Why a Lean Journey Struggles 1. Not involving HR to build broad capability - seeing the effort as Capabilities & ement operational Work Improve 2. Not supporting managers / directors for their new role 3. Focus on “Lean Tools” 4. Not linking Lean / QI to the “daily work” 5. Healthcare priorities and improvements not connected ement 6. Leaders delegating Lean to others em an Syste Manage Lea 7. Losing interest once implementation starts – “Squirrel!” 8. Continue to rely on the “heroic recovery”, not the process 9. Issues and problems not visible Capturing Gains 10. Using the wrong measures for success – i.e. number of events G 11. Lazy Farmer 11 “Lazy Farmer” – forgetting to harvest and invest performance gains© 2011 KPMG LLP, a Canadian limited liability partnership and a member firm of the KPMG network of independent member firms 9affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. Source: Mike Hoseus, Dr. John Toussaint, Mark Graban, KPMG
  11. 11. Bridging the Sustainability Gap Performance Sustain performance Reinvest gains into g with Lean ith L future improvement Management System initiatives Achieve improvement by building and applying QI capabilities Operational Improvements Time Lean Operations require Lean Management© 2011 KPMG LLP, a Canadian limited liability partnership and a member firm of the KPMG network of independent member firms 10affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved.
  12. 12. Todays Discussion 1 What does the Lean journey look like in Canadian healthcare? 2 Where do organizations typically struggle to scale and sustain gains? 3 How can Lean Leaders accelerate their improvement journey? 4 Discussion© 2011 KPMG LLP, a Canadian limited liability partnership and a member firm of the KPMG network of independent member firms 11affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved.
  13. 13. 1. Systematically build capabilities and…. Tailor the expertise HOSPITAL you build directly to Lean Capability Building Strategy (2010/11) your organization’s Awareness Yellow Belt Green Belt Coach performance goals Pre-req No Prerequisites Awareness Training Awareness Training L2 Certified L2 Certified Additional Readings Additional Readings Additional Readings Additional Readings Participation in a  Lean Project Balance tools with 3 hours 1 day 2 days 1 week 1 week Lean Value Stream  practical ‘soft’ skills soft Introduction to  Data Collection  Understanding  Strategy  Lean Mapping and  Analysis Planning and Tools Demand/Capacity Deployment ‐ LMS (e.g., conflict Lean Simulation Lean Problem  Data Analysis and  Project  Leading a Team /  management) ning Modules Solving ‐ A3  (Airplane ‐ Sim) Interpretation Management Coaching Thinking / PDSA Introduction to  Strategies for  Stakeholder  Sustainability – Facilitation Achieving Flow Engagement LMS Train Visual  Running an  Conflict  Gaining Influence /  Management, 5S  Effective Meeting Management Buy In and SOPs Sustainability – Leading a Lean  Communication LMS Advanced Project  Understanding of key  Understanding of value  Ability to plan and  Understanding of  Ability to serve as a tcomes lean principles and one’s stream concepts execute data collection advanced Lean coach/mentor to develop role in organizational  Understand how to use and interpretation principles capability with improvement A3 thinking to problem  Understanding of lean  Able to lead an organization solve, solve including root tools and techniques improvement effort  Able to link improvement Out cause analysis effectively, from initiation efforts to strategy to sustainment 12 12 Tie the investment in learning to targeted Support specifically for improvement projects frontline managers © 2011 KPMG LLP, a Canadian limited liability partnership and a member firm of the KPMG network of independent member firms 12 affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved.Adapted from: ThedaCare’s Business Performance System
  14. 14. 1. …apply through improvement work tied to core metrics Organization breakthrough goals cascade from organizational goals Unit performance is p tracked transparently Improvement is part of ‘daily work’ and is tied directly to organization goals - continuous d il i i ti l ti daily improvement and t d projects (Kaizen, Transformation) © 2011 KPMG LLP, a Canadian limited liability partnership and a member firm of the KPMG network of independent member firms 13 affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved.Adapted from: ThedaCare’s Business Performance System
  15. 15. 2. Lean Management System© 2011 KPMG LLP, a Canadian limited liability partnership and a member firm of the KPMG network of independent member firms 14affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved.
  16. 16. 2. Lean Management System 1. Cascaded Goals and Accountabilities 2. Lean Management System Standard Visual Work & Management Observations Daily Leadership Problem Development Solving & Improvement I t© 2011 KPMG LLP, a Canadian limited liability partnership and a member firm of the KPMG network of independent member firms 15affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved.
  17. 17. 3. Capture and communicate how you are reinvesting gains Community Hospital results – week 8 of pilot (as of Oct/11) Imagine you were the CEO of this hospital and the 1.5 day improvement in inpatient LOS was i ti t sustained....what would you do with the ‘unlocked’ capacity? • Increase volume while holding costs • Reduce costs while maintaining volume • Improve clinical outcomes? • Improve the patient experience? i ? • Something else?? © 2011 KPMG LLP, a Canadian limited liability partnership and a member firm of the KPMG network of independent member firms 16 affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved.Source: Daily Access Reporting Tool, NACRS
  18. 18. How can Lean Leaders accelerate the journey ? “If you don’t know where you’re going, If don t you re going you might end up some place else.” - Yogi Berra© 2011 KPMG LLP, a Canadian limited liability partnership and a member firm of the KPMG network of independent member firms 17affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved.
  19. 19. Create a roadmap for your journey Where do we want Where are we now? to be? How do we successfully navigate from “here” to “there”? here there ?© 2011 KPMG LLP, a Canadian limited liability partnership and a member firm of the KPMG network of independent member firms 18affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved.Adapted from “Toyota Kata”
  20. 20. Case Study Discussion: St. Mary’s General Hospital Don Shilton, President Lydia Chudleigh, Vice President, Quality and Performance Management© 2011 KPMG LLP, a Canadian limited liability partnership and a member firm of the KPMG network of independent member firms 19affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved.
  21. 21. Where did St. Mary’s Begin? A new compelling vision To be the safest and most effective hospital in p Canada, characterized by innovation, compassion i ti i and respect. respect© 2011 KPMG LLP, a Canadian limited liability partnership and a member firm of the KPMG network of independent member firms 20affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved.
  22. 22. Where did St. Mary’s Begin? The What: Strategic Directions and Goals Strategic Direction Strategic Goals 2011-2013 VISION QUALITY & SAFETY 1.To increase the reporting of medication incidents by 50% per year.St.St Mary’s will be the We will provide safe, kind, safe kind 2.To 2 To reduce hospital acquired MRSA infections by 25% per year hospital-acquired year. safest and most 1 effective and timely care in 3.To reduce ED wait times for admitted and non-admitted patients byeffective hospital in an environment of inquiry 5% per year by improving the flow of patients throughout the hospital. Canada and learning. characterized by PATIENT AND FAMILY- 1.To reduce the percentage of patients who score us Poor or Fair on innovation, CENTRED CARE patient satisfaction surveys b 25% per year. ti t ti f ti by compassion and We will ensure that the 2.To engage 50 patients and families per year in the review of our respect. 2 patient and their family are care and services and include them in building new processes. at the centre of everything 3.To enhance our care and services for the elderly by engaging the we do, every encounter, broader community in building new models of care. every day day. OUR PEOPLE 1.To achieve a 75% participation rate in the employee survey. We will foster a positive 2.To implement 6 Rapid Improvement Events (cross-departmental and productive culture that process reviews) per year involving staff, physicians, volunteers and MISSION engages our greatest g g g p patients/families To continue the 3 resource—our staff, 3.To implement one thousand (1,000) measurable improvements per healing ministry of physicians and volunteers. year.Christ consistent with 4.To facilitate the involvement of our staff and physicians in the our Catholic International Outreach Program.traditions and values. FINANCIAL STEWARDSHIP 1.To decrease the proportion of non-value added activity for the p p y We will invest our patient by 10% through Rapid Improvement Events. resources to achieve this 2.To implement 2 innovative opportunities per year for revenue 4 vision. generation through partnerships and business development. © 2011 KPMG LLP, a Canadian limited liability partnership and a member firm of the KPMG network of independent member firms 21 affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. 3.To balance our budget while improving our financial health.
  23. 23. Why did St. Mary’s choose to use Lean management principles? Our Patients: Lean has been proven to improve patient safety and patient satisfaction Reduced Hospital Standardized 32% improvement in Mortality rate by 30% patient satisfaction Our Hospital: Lean has been proven to make hospitals more efficient and more financially sustainable Reduced supply chain cost by $1MM per year 21% reduction in cost per case Our People: Lean has been proven to improve staff satisfaction 50% reduction in % of staff who were Improved average staff satisfaction from I d t ff ti f ti f “not engaged” in their work 4.5 to 5 (out of a 6 point scale)© 2011 KPMG LLP, a Canadian limited liability partnership and a member firm of the KPMG network of independent member firms 22affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved.
  24. 24. Performance Improvement Pulse Check: Diagnostic Survey Summary of Results Assessment Content Area Strategy Deployment 25% Visual Management 50% Regular Problem Solving Methods 25% Leader Standard Work 25% Change Readiness 75%© 2011 KPMG LLP, a Canadian limited liability partnership and a member firm of the KPMG network of independent member firms 23affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved.
  25. 25. What will our Performance Improvement System Look Like? Other members of St. St Joseph Health System Senior Team and Board Chair B d Ch i Key L d hi Team K Leadership T Members Service and Nursing COS/VP Medical & Union Represent- Medical Leadership a es atives TMMC© 2011 KPMG LLP, a Canadian limited liability partnership and a member firm of the KPMG network of independent member firms 24affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved.
  26. 26. Performance Improvement Roadmap 2011/12 •Cascade St. Mary’s Strategic goals across organization Cascade •Setup infrastructure to drive improvement efforts going forward •Setup infrastructure to report on progress •Provide Lean Training to all managers, transformation office Provide staff and 20% of all front line staff •Roll-out Lean Management to entire hospital •Run 6 Kaizen events© 2011 KPMG LLP, a Canadian limited liability partnership and a member firm of the KPMG network of independent member firms 25affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved.
  27. 27. Performance Improvement – Roll-Out 2011/12 gust arch une pril uly May ov ec ep eb an Oct No De Se Fe Ja Aug Ap Ju Ju O Ma astructure Deployment Finalize Mission Start Monthly Strategy Control Visuals report outs Annual goal S Cascade k C d key goals to units settingTranfor mation Develop Transformation Map Key Value Streams OfficeInfra Capability building Introduction 20% staff/yr -5 yrs 3 hour awareness training Intermediate Lean Manager training Other Training for facilitators & change agents Lean plemen-tation Management 2 Pilot Units other clinical and support units Rapid Imp Improvement ED Kaizen Lab ED Events ALC© 2011 KPMG LLP, a Canadian limited liability partnership and a member firm of the KPMG network of independent member firms 26affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. 2012 Medication
  28. 28. Performance Improvement Team: Structure Dr. Blair Egerdie Lydia Chudleigh Primary Role Clinical Lead (Team Lead) • Manage overall growth and roll out “the big picture” • Deploy resources against the performance gap Dedicated Team- Andrea Lemberg & Andy Reid Other support (2 FTEs) 2 Total FTES: ota S 1 – External hire Improvement 1 – Internal Quality Program Knowledge Coaching Role Management Leadership Role Decision Role Support Information Primary Role Primary Role Primary Role Systems • Assist with overall • Maintain and • Manage and program continuously refine support projects Human management (esp. library of capability- • Provide training and Resources tracking) and rollout g) building modules g capability p y and issue tracking • Ensure consistency development Communication of St Mary’s approach and refine materials External Experts© 2011 KPMG LLP, a Canadian limited liability partnership and a member firm of the KPMG network of independent member firms 27affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved.
  29. 29. Aligning and Cascading Goals Example: Patient and Family Centred Care Strategic Direction We will ensure that our patients and their family are at the centre of everything that we do, every encounter, every day Organization Goal: We will reduce the percentage of patients who score us poor or fair on patient satisfaction survey by 25% per year Unit Specific We will start 80% of our first cases of the day on time Goals We will call 100% of our outpatients within 24hrs Unit Specific •On Time Starts Metrics •Patient Call Backs -% Patient called -% Patient contacted© 2011 KPMG LLP, a Canadian limited liability partnership and a member firm of the KPMG network of independent member firms 28affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved.
  30. 30. Daily Unit Huddles Running Across Hospital by July 1 2011© 2011 KPMG LLP, a Canadian limited liability partnership and a member firm of the KPMG network of independent member firms 29affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved.
  31. 31. Visual Controls Simple is better: hand tracked metrics are just fine Performance should be easy to infer Metrics should be organized and easy to link to key goals for the unit© 2011 KPMG LLP, a Canadian limited liability partnership and a member firm of the KPMG network of independent member firms 30affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved.
  32. 32. Looking Back……. Should we have used an Should we have chosen a organization wide organization-wide approach? specific program at one time (narrow and deep)? OR© 2011 KPMG LLP, a Canadian limited liability partnership and a member firm of the KPMG network of independent member firms 31affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved.
  33. 33. Capability Building Plan Level 2 Awareness (3 Day Leader Level 3 Level 4 OtherEmployee Group (Run 12x per training) (Run 2x per (Run 1x per (As needed) year) 1-3 X per year) year) year 2012/2013 20% ofFront Line Staff existing staff(~1,200 people) per year Started Sept.’11Volunteers Key(~100 people) individuals PhysicianPhysicians focused session Senior TeamSenior Team focused sessions Selected Selected All Managers Managers and Managers andManagers/Leaders Started other informal other informal Aug.’11 leaders leaders © 2011 KPMG LLP, a Canadian limited liability partnership and a member firm of the KPMG network of independent member firms 32Performance Management International”), a Swiss entity. All rights reserved. affiliated with KPMG International Cooperative (“KPMGTeam All All All All
  34. 34. Importance of Timely Data ~ simple is better© 2011 KPMG LLP, a Canadian limited liability partnership and a member firm of the KPMG network of independent member firms 33affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved.
  35. 35. Importance of Timely Data MARY Mobile analytics repository LESLIE SLABON CLINICAL MANAGER ST. MARY’S GENERAL HOSPITAL “MARY promotes team atmosphere! If a bed  is available you can now see it and the  activities in the hospital are now transparent.” © 2011 KPMG LLP, a Canadian limited liability partnership and a member firm of the KPMG network of independent member firms 34affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved.
  36. 36. Importance of Sharing with Others “Selflessly helping each Informal Site Visits other when needed, in the •Other industries Other amount needed, is the heart t d d i th h t of just-in-time.” •Other hospitals – Dr. Sami Bahri •Network Groups Health Care Value Leader Network Gemba Visits Annual Summit Assessment Affinity Groups- HR On-line forums Other Resources/events© 2011 KPMG LLP, a Canadian limited liability partnership and a member firm of the KPMG network of independent member firms 35affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. 35
  37. 37. The image cannot be display ed. Your computer may not hav e enough memory to open the image, or the image may hav e been corrupted. Restart y our computer, and then open the file again. If the red x still appears, y ou may hav e to delete the image and then insert it again.© 2011 KPMG LLP, a Canadian limited liability partnership and a member firm of the KPMG network of independent member firms 36affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved.
  38. 38. Physician Engagement •Have a physician leader as part of your team •Use your performance improvement system to help solve their problems– Ulti t l we all want the same l th i bl Ultimately ll t th thing--- to improve quality and safety for patients •Preference for Project Work vs Daily Improvement vs. •Find the early adopters recognize– Nuclear Medicine •Connect your physicians with physicians from other organizations that can speak for the success of this approach© 2011 KPMG LLP, a Canadian limited liability partnership and a member firm of the KPMG network of independent member firms 37affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved.
  39. 39. Lean Improvement Journey: St. Mary’s Version Year 5-10+ “Culture of Year 3-4 Continuous Improvement” “Making it part of the Year 1-2 Daily Work” “Early Experience” • Islands of improvement in • Improvements focused on • Improvement goals are tied to Goals selected areas key Value Streams True North goals • “Project“ Infrastructure put • Senior team leading the • 80+% of improvement Resources in place to lead the work change occurring through daily events • Focus is on operational • Increasing focus on the • Increasing focus on culture and Focus improvements management system and capabilities (i.e. leader as coach) people – “Respect for People” • Capabilities starting to be • Awareness and education • Capability building tied to Capabilities built with a few people across the organization advancement (including coaching and mentoring)© 2011 KPMG LLP, a Canadian limited liability partnership and a member firm of the KPMG network of independent member firms 38affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved.
  40. 40. How have we done so far with staff engagement? Measureable and Implemented Improvements Status On Target 1000 893 deas 900 107 more to go! 776 mulative Improvement Id 800 700 663 600 500 463 400 300 252 176 200 Cum 70 83 99 100 37 0 ay ch ry y ly ne t ril r r s be be ar Ju a Ap gu M ar Ju ru nu em m Au M b e Ja Fe ec pt Se D© 2011 KPMG LLP, a Canadian limited liability partnership and a member firm of the KPMG network of independent member firms 39affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. Cumulative Improvements Target Date
  41. 41. How have we done so far?© 2011 KPMG LLP, a Canadian limited liability partnership and a member firm of the KPMG network of independent member firms 40affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved.
  42. 42. How will a transformation road map help you? Developing the transformation roadmap will help support sustainability Learning is an important part of our  daily work. 97% I regularly provide  feedback  to my co‐workers  and  managers/supervisors. My immediate manager/supervisor clearly  90% • Managing the pace of 81% change the organization communicates what is expected of me in my job. There are regularly scheduled  meetings on  units/departments that focus on the review of … 71% My immediate manager/supervisor frequently  provides me with useful feedback on my … 68% can support Daily huddles and/or meetings result in task  assignments to improve processes and to follow up … 66% Managers/supervisors in the organization provide  helpful coaching. 65% Everyone takes responsibility of their own  performance. 56% • Balancing operational Poor individual performance is not tolerated in this  organization and is promptly addressed and … 50% improvements with Regular Problem Solving Methods 71% 0% 20% 40% 60% 80% 100% capability building • Right level and structure of centralized support to manage change • Balance of breadth and depth of involvement across the organization over time© 2011 KPMG LLP, a Canadian limited liability partnership and a member firm of the KPMG network of independent member firms 41affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved.
  43. 43. Learn from others Articles and Books Training and Coaching Lean Healthcare Lean Management Green Belt Training G B lt T i i System W k h S t Workshop Series Communities of Practice Site Visits Lean Healthcare Leaders like Thedacare Appleton, Wiss Healthcare Value Lean Leaders Leaders beyond Network healthcare Podcast© 2011 KPMG LLP, a Canadian limited liability partnership and a member firm of the KPMG network of independent member firms 42affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved.
  44. 44. Dylan Hardy, Partner Don Shilton, President dylanahardy@kpmg.ca dshilton@smgh Lydia Chudleigh,  Lean Six Sigma Transformation VP Quality and Program Design & Coaching g g g Performance Management e o a ce a age e t  Lean Training & Capability lchudleigh@smgh.ca Building St. Mary’s will be the safest,  Lean Management System and most effective hospital in Senior Leadership Coaching Canada, characterized by  Strategy and Governance innovation, compassion and respect.© 2011 KPMG LLP, a Canadian limited liability partnership and a member firm of the KPMG network of independent member firms 43affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved.

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