Toyota Systems Management Methods and Hospital Improvement
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Format: CD-ROM (includes presentation materials)
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TARGET AUDIENCE This audioconference series will benefit chief executive officers, chief operating officers, chief financial officers, chief nursing officers, and other leadership team members including directors of continuous improvement and service line department heads. |
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FACULTY Michael R. Brown joined RWD in 2000 and was named director of RWD’s Performance Solutions Practice in 2005. He brings 20 years of experience in the adoption, training and implementation of the Toyota Management System. He helps clients in strategic planning and design of hospital operating systems to provide excellence in patient care. In addition, Brown provides executive coaching and mentoring in implementing Toyota Management principles. Dean Bliss is a Lean improvement specialist for the Iowa Health System in Cedar Rapids. He is a member of the team responsible for leading the Lean management process for the system and affiliated organizations. He is an original member of the Iowa Healthcare Collaborative’s Lean workgroup, which has conducted statewide Lean health care conferences and Lean learning opportunities since 2005. Bliss joined IHS in 2005, after a 25-year career at Rockwell Collins, an aerospace and communications electronics company. Glenn Crotty Jr., M.D., FACP, a 2009 Baldrige National Quality examiner, is the executive vice president and chief operating officer of the Charleston Area Medical Center in Charleston, W. Va. Crotty oversees the operations of a three-hospital system with 2,100 open-heart procedures per year, a level one trauma center and a women’s and children’s hospital with level three NICU and PICU. He is responsible for CAMC’s Quality Improvement Program and is the corporate sponsor of CAMC’s Six Sigma Program. Crotty led the change of its quality program, introducing CAMC to Six Sigma Lean Methodology, developing and enhancing both the quality and safety infrastructure with Six Sigma tools and Lean methodologies, with methods and tools from the Institute of Healthcare Improvement. Mark LaRocco, Ph.D., D(ABMM), F(AAM) is the vice president, patient safety officer at St. Luke’s Episcopal Hospital in Houston. He began his tenure at St. Luke’s as a director of clinical microbiology more than 15 years ago. His extensive background as a health care executive with academic and clinical experience lends itself to his accountability as vice president and patient safety officer. David C. Pate, M.D., J.D., is chief executive officer of St. Luke’s Episcopal Hospital in Houston. He is administratively responsible for hospital operations, including all clinical patient care departments and support services of the hospital. He is board certified in internal medicine and serves as a clinical assistant professor in the Department of Internal Medicine at Baylor College of Medicine. Pate serves as an adjunct professor at the University of Houston Law Center and has authored a textbook entitled “Regulation of Health Care Professionals,” released in November 2002, and a cumulative update on health law, released in August 2005. Along with his many other accomplishments at SLEH, he set the vision and led the strategic planning for the successful multi-year Lean transformation effort. Mike Reno, FACHE, CHSP, is vice president of operations, Bryn Mawr Hospital Main Line Health System, Bryn Mawr, Pa. Reno oversees the main hospital facility administration and operations, including facility master planning, architecture and construction services, property management, pharmacy, laboratory, endoscopy, case management, the neurointerventional program, the hospitalist group and more. Reno serves as the health system’s emergency management and hazard mitigation director and safety officer and is the system’s executive sponosor for Lean. He also co-chairs the patient safety and quality committee, and chairs the health system environment of care committee. ORDER NOW! Order online or via fax/mail. Offer expires September 2010. |
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