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