Description
Report Code: HCP12763. March, 2012. Halifax
ARTICLE 1
Getting Beyond the Resistance
R. Kenneth McGeorge, BS, DHA, CHE
President and Chief Executive Officer
York Care Centre
ARTICLE 2
A Multi-Pronged Improvement Strategy for Manitoba
Health Care
Brie DeMone
Executive Director, Health System Innovation
Manitoba Health
ARTICLE 3
Incorporating Lean in Provincial and Regional Quality
Improvement Planning
Perry Doody
Vice President, Operations
Revera Home Health
ARTICLE 4
Incorporating Lean in Provincial and Regional Quality
Improvement Planning
Donald J. Peters, P. Eng
President and Chief Executive Officer
Horizon Health Network
ARTICLE 5
Leading with Lean
Michele Jordan
Vice President, Women’s and Children’s Program
Quality Improvement and Transformation
Rouge Valley Health System
ARTICLE 6
Patient Centred LEAN Initiatives – What Do They Look Like?
Nancy Roberts
Vice President, Health Services Planning, Quality and Research
Horizon Health Network
ARTICLE 7
Embedding LEAN in the Organization’s DNA – LEAN Longevity
Roger Gerard, PhD
ThedaCare, Senior Business Partner
(Formerly Chief Learning Officer)
ARTICLE 8
Lean Quality Improvement in Healthcare – Lessons Learned
and the Path Forward
Gordon Burrill
Partner – Healthcare Advisory
KPMG Management Services LLP
ARTICLE 9
Early Stage Considerations in Making the Move to LEAN
Colin Stevenson
Vice President – Operations
Colchester East Hants Health Authority
ARTICLE 10
Performance Measurement & LEAN
Jennifer Kikkert
Regional Lead, Business Process Management
Horizon Health Network (Miramichi)
Lauren McVeigh, P.Eng.
Regional Business Process Analyst
Horizon Health Network (Miramichi)
ARTICLE 11
IT/IM Strategies that Support LEAN and Quality Improvements
in Healthcare
Ron Parker
Group Director, Emerging Technologies Group
Canada Health Infoway Inc.
ARTICLE 12
Using Lean as an Agent of Continuous Improvement in an
Integrated Healthcare System
Lauren Kelly
Systems Optimization Analyst
Quality & Access Management
Corporate Development and Innovation
Health PEI
ARTICLE 13
Adapting LEAN to the Culture and Objectives of
Your Organization
Gary P. Cox
National Director Process Engineering, Integration & Improvement
Canada Post Corporation
ARTICLE 14
Performance Models: Developing a Model that Works
for Your Health Care Organization
Mary-Ann Hiltz
Vice-President, Strategy and Organizational Performance
IWK Health Centre
ARTICLE 15
Applying Lean Six Sigma to the Human Resources Function
Paul Choquette
Director, Organizational Effectiveness
Human Resources, Canada Post
ARTICLE 16
Physicians Engagement
Dale Schattenkirk, CHRP
President, Learning To See Consulting
Lean Six Sigma Black Belt
ARTICLE 17
Improving Patient Safety Through ROPs and LEAN Quality
Improvement Processes
Pauline MacDonald, MHA, CHE
Director Quality Management
Guysborough Antigonish Strait Health Authority (GASHA)
ARTICLE 18
Speedy Door to Doctor Emergency Project
John Sampson, MBA, MD, CCFP(EM) CCPE
Assistant Medical Director, Queen Elizabeth Hospital
Acting Chief, Emergency Department
Queen Elizabeth Hospital (Charlottetown)
ARTICLE 19
Building Capacity for LEAN Sustainability and Continuous
Excellence – Pitfalls to Avoid
Brie DeMone
Executive Director, Health System Innovation
Manitoba Health