Description
Report Code: HCP11667. March, 2011. Halifax, NS
ARTICLE I
From Kindergarten to Grade One
Don Shilton
President
St. Mary’s General Hospital (Kitchener)
ARTICLE II
Leadership Strategies for Process Improvement
R. Kenneth McGeorge, BS, DHA, CHE
Executive Director
York Manor & York Group of Companies (Fredericton)
ARTICLE III
Implementing and Sustaining Process Improvement through System Redesign
Gary P. Cox
Director Engineering & Continuous Improvement
Canada Post Corporation
ARTICLE IV
Collaborative Approaches to Lean at the McGill University Health Centre (MUHC)
Terrence P. Meehan, CHE
Director, Logistics Services
McGill University Health Centre (Montreal)
ARTICLE V
Process Re-design to Improve Wait Times and Patient Flow in the ED and Beyond
Dr. Sam Campbell
Chief – Emergency Medicine
Charles V. Keating Centre, QEII (Halifax)
ARTICLE VI
Lean Initiative – Laboratory
Stéphane Legacy
VP Diagnostic and Professional Services
Vitalité Health Network
Francine Volpé
Assistant Laboratory Manager
Vitalité Health Network
ARTICLE VII
Process Improvement for Better Care
Eileen MacGibbon
Regional Director
Health Services Transformation, Planning and eHealth
Horizon Health Network
Dr. Thomas Barry MD, FRCP(C)
Chief of Staff
Horizon Health Network
ARTICLE VIII
Process Re-Design: Getting Started
Jim Murphy
Vice President, Business Development and Quality
Sykes Assistance Services (Halifax)
ARTICLE IX
Streamlining Patient Flow in Cardiac Care – A Lean Approach to Clinical Excellence
Sharon Ann Kearns
Manager, Quality & Performance Measurement
University of Ottawa Heart Institute
Jennifer Lajeunesse
Program Analyst
University of Ottawa Heart Institute
ARTICLE X
Applying Lean Solutions for Improved Medication Delivery and Clinic Utilization at CDHA – Two Case Studies
Daryl MacNeil, P.Eng
Senior Management Engineer
Capital District Health Authority
Jizelle Makhoul
Senior Industrial Engineering Student
Dalhousie University
Holly VanHelden, P.Eng
Senior Management Engineer
Capital District Health Authority
ARTICLE XI
Focus on Process Change
Joe Beckett
Lean Six Sigma Programs Manager
University of New Brunswick (Fredericton)
ARTICLE XII
Improving Patient Care Through the Use of Evidence Based Patient Order Sets
Dr. Christopher O’Connor, MD, FRCP
Critical Care Physician, Medical Informatics
Trillium Health Centre
Founder, Open Source Order Sets
ARTICLE XIII
From Repair to Transformation: The Healthcare Quality Revolution
Karen Wolk Feinstein, PhD
President and Chief Executive Officer
Pittsburgh Regional Health Initiative (USA)
ARTICLE XIV
How Building an Organization Culture of Patient Safety Can Impact the Bottom Line
Darlene Boliver
Director – Quality and Patient Safety
IWK Health Centre (Halifax)
Matthew Campbell, PEng
Industrial Engineer, Quality and Patient Safety Team and Change Management Office
IWK Health Centre (Halifax)
Andrew Chan, PEng
Industrial Engineer, Quality and Patient Safety Team and Change Management Office
IWK Health Centre (Halifax)
ARTICLE XV
Outcome Measurement …..”the voice of”…..
Jim Murphy
Vice President, Business Development and Quality
Sykes Assistance Services (Halifax)
ARTICLE XVI
Regional Lean Implementation – Lessons Learned One Year Later
Jennifer Kikkert
Regional Lead, Business Process Management
Horizon Health Network (Miramichi)
Lauren McVeigh, PEng
Industrial Engineer, Regional Business Process Analyst
Horizon Health Network (Miramichi)