Excellence critical themes:

Catapult your improvement initiatives to thenext level of strategic value from planning& design to implementation!

Sponsors:

Healthcare NetworkExecutives Group

Media Partners:

Gina Romero, Assistant Vice President, Talent Development & Organizational CapabilityFlorida Hospital Center for Talent Developmentand Organizational Capability

Deborah Novak, Culture, Change andOrganizational Capability Leader, Florida HospitalCenter for Talent Developmentand Organizational Capability

William W. Hartung, CPA,Data Analytics Director,MediLodge Group

Patricia Black, Director,iTACH OperationsThe Children’s Hospital of Philadelphia

Shravani Datta,Operational Excellence LeaderLoyola University Medical Center

Peter Scott, PresidentKakushin Institute

Marilyn Elledge,Customer Experience Strategy Expert

Abhay Padgaonkar,PresidentInnovative Solutions Consulting, LLC

Paula J Magnanti, Founder & Chief HealthcareStrategist, Board Advisor, Speaker, Visionary,Optometry, Physician & Vendor relations expert

Wendy Leebov,PresidentLeebov Golde Group

Steven Leuschel, Cultural Change, LeanImplementation, and Operational Excellence CoachIndiana Regional Medical Center

Doug Mitchell,Associate Vice PresidentIASIS Healthcare

Jay Simmons,Director, Physician Information ServicesIASIS Healthcare

Miranda K. Pizinger,HR Manager, Shared ServicesDartmouth- Hitchcock Medical Center

Drivers of excellence & catalysts forimprovement that will offer ground-breaking insights:

www.pexhealthcare.com • 1-800-885-8684 • info@iqpc.com

Improving quality, service standards andoperational processes

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July 30 - 31, 2013Chicago, IL

20 + hours of insightsfrom industry thoughtleaders & leading hospitals

6 + hours of creativenetworking & one-on-onemeeting opportunities

What to expect this year:

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Two exclusive interactiveworkshops on the biggest topicsin healthcare improvement

Get involved! Participate infour group activities to achievecontinuous learning!

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OperationalExcellence

ProcessExcellence

QualityImprovement

ChangeManagement

PatientExperience

Presented by Jay Simmons, Director, Physician Information Servicesand Doug Mitchell, Associate Vice President, IASIS Healthcare

Plus! Not to miss case study! Constructing Disease Management Protocols to PredictReadmission and Manage Cost

Who should attend thePerformance Excellence forHealthcare Forum?

• Process/Performance/Business• Improvement Managers • Six Sigma champions • Lean champions • VPs, Operations • VPs, Supply Chain & Logistics • Applied Researchers • Change Management • EMR/EHR Workflow Directors • Human Factors Directors• Patient Flow Directors• Patient Experience Directors• Patient Safety Directors• Quality Improvement Directors

Sponsorships andexhibits are excellentopportunities for yourcompany to showcaseits products andservices to high-level, targeted decision-makers attending the PerformanceExcellence for Healthcare Forum. Thisconference can help companies like yoursachieve important sales, marketing, andbranding objectives by setting aside a limitednumber of event sponsorships and exhibitspaces – all of which are customer-tailored toassist your organization create a platform tomaximize it’s exposure at the event and to itsattendees.

For more information on sponsoring orexhibiting at the Performance Excellencefor Healthcare Forum, please call SimonCopcutt at 1-212-885-2771 or emailSimon.Copcutt@iqpc.com

“Each of the nation’s 5,700hospitals must cut $2.6 million ayear on average in costs in the next10 years to meet the demands ofPresident Obama’s proposed healthcare reform, a daunting task whenhalf of those hospitals lose money.”– USA Today

www.pexhealthcare.com • 1-800-885-8684 • info@iqpc.com2

@BigDataIQ Big Data Business InsightsConnect with us

Dear Colleague,

We are pleased to bring you the Performance Excellence for Healthcare Forum!

One of the few things we can be certain of in life is change. And it can be said that thehealthcare industry is undergoing one of the biggest changes in its recent history. We are allaware that the healthcare reform has been a catalyst that has forced hospitals to lookinternally and reassess business practices, standards, activities and processes in order tocomply with new regulations and requirements. This is not easy task for an industry that isknown for it’s legacy systems.

Undoubtedly the notable change is the significant shift from volume to value, from quantityto quality, where hospitals are rewarded for offering better care. This change has causedhospitals to start re-strategizing and in some instances conducting an overhaul of theirbusiness processes to find ways to improve their quality of service.

We conducted research with hospitals from across the country to try and establish some ofthe key challenges that they were facing in their improvement journey. The PerformanceExcellence for Healthcare Forum will start to unpack some of these challenges and offeractionable solutions that hospitals can deploy today in order to achieve their excellence goals.

At the Healthcare Forum our exceptional speaker panel will help you:• Learn the key principles for improving service quality and improve the patient experience • Discover how to successfully engage physicians to support change initiatives and become

leaders for improvement• Visualize the patient flow and start to weed out the non-value add steps and processes for

immediate cost savings• Get the tools to promote a culture of continuous learning and development And more!

Don’t miss out! Gain key insights and strategies for designing, implementing and managingthe evolving multichannel customer experience in a dynamic environment.

We look forward to seeing you in July!

Sincerely,

Zandile MnguniProgram DirectorBig Data IQ

P.S: Visit the Performance Excellence for Healthcare Download Center foryour complementary whitepapers, past presentations, articles on lean, six sigma,and process excellence in healthcare at www.pexhealthcare.com.

If you would like to submit a piece, contact Marketing Manager StephanieGonzalez at stephanie.gonzalez@iqpc.com.

July 30 - 31, 2013 • Chicago, IL

PLUS: Don't pay the full price -Find out about our group discountson page 6 or email info@iqpc.com!

Sponsorship &Exhibition Opportunities

www.pexhealthcare.com • 1-800-885-8684 • info@iqpc.com3

Pre-Conference Morning WorkshopsTuesday, July 30, 2013

In recent months, there has been a shift in focus from patient satisfaction to the patient experience. The notion of patient experience has been

gaining momentum for years, and has been accelerated thanks in part to the Affordable Care Act and a push to tie payments increasingly to value

and quality of care. Hospitals are in the process of revamping and developing their patient experience protocols as Medicare becomes more related

to value-based payments. This workshop will take you through key strategies to create an effective framework to get your hospital in the path for

achieving in excellence in your patient experience goals.

Wendy LeebovPresident

Leebov Golde Group

A08.00 07.30 Registration & Coffee

The Patient Experience - Key Principles for Improving Service Quality to Achieve TopScores in Hospital Consumer Assessment And Systems Surveys

Separately Bookable

Wednesday, July 31, 2013

How realistic are hospitals about the type of improvement results they can achieve from implementing Lean and Six Sigma methodology? The

wide adoption of this methodology has gained enormous popularity with health providers claiming to be “lean hospitals”. But is it a lot of hype

or can it really help your hospitals to reduce waste and weed out inefficiencies? This workshop will give a reality check on the implementation of

LSS, to being a realistic presentation of what this methodology can and can’t help you achieve. It will also give you the means to reassess your

own implementation initiatives and benchmark!

08.00 07.30 Registration & Coffee

The Truth about Lean And Six Sigma (LSS) Implementation—What It Can and Can’t DoFor Hospitals In Preparation For ObamacareB

Separately Bookable

About the Sponsor

Website: www.kakushininstitute.comThe Kakushin Institute, a performance acceleration company, was originated in 2009 to provide the next stepin the Lean/Six Sigma journey – a proven method for results-based breakthrough innovation and businesstransformation that goes beyond efficiency and continuous improvement.

Lead by a team of accomplished senior business executives from major corporations, academia and leadershipdevelopment agencies, Kakushin Institute provides tools and guidance to enlighten leaders and their teams withthe ability to:• Cultivate effective environments for creativity and innovation• Create alignment, formulate strategies and put ideas into action• Achieve tangible breakthrough results beyond what’s seen as possible

Follow the conversation on Twitter: #PEXHEALTH

Main Conference Day One Tuesday, July 30, 2013

www.pexhealthcare.com • 1-800-885-8684 • info@iqpc.com4

10.00 Networking break & Conference Registration

10.30 Chairperson’s Opening Remarks

10.45 KEYNOTE: The Opportunities and ChallengesPresented By VBP Program and How Hospitals CanMitigate Negative Implications and MaximizePotential Rewards The Patient Protection and Affordable Care Act reflect a commitment toincreasing the efficiency of the U.S. healthcare system by decreasing costand improving quality. An expansion of the “value-based purchasing”model, this law mandates that ratings and reimbursements to physiciansand hospitals be increasingly tied to measured quality of care. There is a lotof uncertainty and fear as hospitals try to navigate through the change,which also means that a hospital's quality improvement program must befluid in response to ever changing requirements. A number of opportunitiesand challenges arise from this program. This session will aim to separatemisconceptions from fact. Learn how you can use the program to yourhospital’s advantage.

11.15 How to Effectively Drum up Leadership Support andGet the Right Buy-In for Quality ImprovementInitiatives Quality improvement is not a new notion for hospitals. Hospitals have hadquality improvement departments and employed related staff for manyyears. Yet hospitals have continued to fall short in the quality of their servicedelivery and operational activities.

What is new, however, is the monitoring and public reporting of qualityinformation and the escalating pressure on hospitals to participate.Improved performance is depended on leadership support and more so,getting the buy-in from the physicians, motivating them to own andbecome champions for the change initiatives. This is not an easy task. Thissession will take you through a step by step process of easy win strategies toinspire your organization to dispel fear and embrace change.• Visualizing change • Aligning initiatives with organizational strategic objectives• Identifying some quick wins – things that can be implemented within a

week and yield results• Assigning metrics to change champions to create process ownership

Shravani DattaOperational Excellence LeaderLoyola University Medical Center

12.45 Networking Session & Refreshments

12.15 PANEL DISCUSSION: Project Prioritization – KeyConsiderations When Determining the Starting PointOf The Excellence JourneyHow can priorities best be set? How can a hospital determine in which areasto invest limited resources? How can it identify the quality and serviceelements which, if addressed effectively by improvement innovation efforts,will lead to the greatest gains in customer satisfaction and loyalty andfinancial performance, and overall organizational effectiveness?

Undertaking the improvement journey is a big decision for any organization,but the challenging task is determining exactly where to begin and whatprocess to start improving to make the biggest impact. In this discussion,our panellists will discuss some of the tools, techniques and keyconsiderations you need to take into account to prioritize correctly. • Adopting the systematic approach to prioritization• Determining the key deliverable of each project• Developing metrics for quantifying project value

Steven LeuschelCultural Change, Lean Implementation & Operational Excellence CoachIndiana Regional Medical CenterDoug MitchellAssociate Vice PresidentIASIS Healthcare

1.00 Networking Lunch Break

2.00 Constructing Disease Management Protocols to PredictReadmission and Manage Cost A recent report by the National Priorities Partners indicates that preventablereadmissions account for an estimated $25 billion in wasteful spending inthe U.S. healthcare system. Hospitals and health systems must improve itsdischarge procedures and follow-up care to prevent readmission, and inturn, cut cost. A large part of reducing costs revolves around keeping

populations healthier—and the key to accomplishing this goal is by managingchronic disease with proactive interventions. • How to structure clinical practice guidelines and identify data needed for a

disease management program • How to use the clinical documentation and reporting to evaluate interventions

and patient outliers. • Uncover utilization issues through data extracted from the HER

Doug Mitchell Jay SimmonsAssociate Vice President Director, Physician information services IASIS Healthcare IASIS Healthcare

2.30 CASE STUDY: Taking a Multi-Faceted Approach to TheDesign, Development And Preparation For PilotingPhysician Leadership Development Program The Leadership Development Office at Florida Hospital helps leaders reach theirfull potential. They do this through workshops and training, coaching, on-linelearning, and other services for leaders at every level. Deborah and Gina willdiscuss the groundwork involved in the planning and design of their uniquePhysician Leadership Development program. Learn the key tools involved inassembling a leadership program using a multi-faceted approach to design andpreparation.

Deborah NovakCulture, Change & Organizational Capability LeaderFlorida HospitalGina RomeroAss’t. Vice President, Talent Development & Organizational CapabilityFlorida Hospital

3.00 Refreshment Break

3.30 GROUP ACTIVITY: Patient Flow Value Stream Mapping -Visualize the Patient Path And Start to Weed Out TheNon-Value Add Steps And Processes For Immediate CostSavings In this interactive session, delegates will visualize and map out all the stages alongthe patient journey. Find opportunities where you can reduce wait times,uncoordinated activities, inefficient processes, poor data quality and start creatinga more streamlined approach to patient flow. Start to close the gap between thecurrent and ideal state in patient flow.

4.00 Do's and Don'ts of Engaging Hospitalists towardPerformance ExcellenceOver the years, hospitalists have become omnipresent in the acute care setting. Intoday's healthcare delivery system and value based purchasing environment, it ismore important than ever that hospitalists are a part of the solution rather than apart of the problem. Whether it is throughput, length of stay, patient satisfaction,core measures, or readmissions, hospitalists can make or break the performancedashboard for the hospital. This presentation will offer pragmatic ideas forachieving performance excellence.• As a hospital, how do you nurture a culture of fact-based problem solving

rather than finger-pointing?• Is employing physicians really a sustainable solution • What are the Do's and Don'ts for tapping into the knowledge, hands-on

experience, and recommendations that hospitalists can bring to the table?

Abhay PadgaonkarPresidentInnovative Solutions Consulting, LLC

4.30 Promoting A Culture of Continuous Learning - Establish ASuccessful Center Of Excellence for Continuous DevelopmentTo succeed in an increasingly complex and costly healthcare system, hospitalsneed to continuously learn and apply new knowledge to challenges, according toa report by the Institute of Medicine Committee on the Learning Health CareSystem in America. Organizational learning aims to create a culture andconditions that enable individual employees to be the best they can be. A Centreof excellence is a great central place for learning and sharing knowledge. In thissession learn how you can successfully develop one for your hospital. • Establishing a Centre of Excellence (COE) – creating a platform for your

organizational memory • Personal development - remunerating an rewarding performance• Maintaining the momentum of a continuous learning culture

Steven LeuschelCultural Change, Lean Implementation & Operational Excellence CoachIndiana Regional Medical Center

5.00 Chairperson’s Closing Remarks & End of Conference Day One

www.pexhealthcare.com • 1-800-885-8684 • info@iqpc.com5

Main Conference Day Two Wednesday, July 31, 2013

10.00 Networking break & Conference Registration

10.30 Chairperson’s Opening Remarks

10.45 Quantifying the results of excellence initiatives intomeasurable benefits to demonstrate the ROI• Creating realistic and accrurate key performance indicators to

measure progress • Measuring business performance before implementation of process

excellence as a benchmark to track and monitor growth• Utilizing Activity Based Measurement as a tool to measure the

extent of value delivery to customers• Business data analysis to demonstrate the monetary contribution

and impact of the business process initiative to the organization

11.15 CASE STUDY: Getting The Maximum Value FromYour Dashboard: “Rules (And Tools) OfEngagement” In The Nursing EnvironmentA scorecard is only as good as its contributors and the usefulness ofits data. Introducing and maintaining a scorecard in a Nursingenvironment can be challenging when balancing the demands ofpatient care – particularly when those patients are children.However, it can be extremely rewarding when the scorecard meetsits purpose in guiding Nursing leaders in the delivery of quality andsafe patient care. In this session, attendees will walk through thejourney of the Children’s Hospital’s first Nursing Scorecard -- from itsinception to its current state of automation. Stops along the waywill include:• Educating Nurses on the Scorecard process• Harnessing the data• Choosing the right tool • Improving Nursing engagement at every level

Patricia BlackMBA, Outcome Manager, Patient Care ServicesThe Children’s Hospital of Philadelphia

11.45 Networking Session & Refreshments

12.15 CASE STUDY: LTC Trend Tracker – TrackingPerformance In An Acute SettingThe relationship between acute and post-acute care is changing withthe implementation of accountable care organizations and bundlingpilots. Hospitals are being pressured to discharge patients earlier.Hospital readmissions within 30 days are being measured. The post-acute care providers nursing facilities, home health care, and outpatientcenters are receiving sicker patients from the hospital and the directlyfrom the community. As nursing facilities care for these higher carepatients while facing reduced reimbursement and increased demand forquality, it was determined that a quality and financial improvement toolwould assist those facilities. Come hear about this tool that is beingutilized by more than 5,000 nursing facilities in the United States, alongwith other performance measurement that is made by nursing facilities.

William W. HartungCPA, Data Analytics DirectorMediLodge Group

12.45 Networking Lunch break

1.45 Utilize The Discipline Of Lean Six Sigma With TheApplied Creativity Of Kakushin Innovation To GetThe Best Of Both WorldsThis session will introduce you to a methodology and set of tools toenhance Lean/Six sigma to drive big change and produce big results.The Kakushin “Ways of Working” are simple, experiential and willhelp you solve complex problems, uncover fresh opportunities andtake action in a way that accelerates time to results. You will learn aset of practices that will help you and your organization “CreateCourageous Visionaries” by expanding the field of play and byachieving results beyond the dominant view of what is possible.

Peter ScottPresidentKakushin Institute

2.15 Determining Where to Place the TechnologyInvestment For Electronic Health Records ToImprove Quality And EfficiencyAccording to Forbes.com, even though billions of dollars are beinginvested in electronic health records, the promise of cost savings hasnot reached its potential due in part to “sluggish adoption of health ITsystems.” A study by Rand Corp adds to this by stating that rapidadoption of health information technology could save more than $81billion annually. This huge investment has opened up the market andcreated a wave of solutions providers offering the latest in emergingtechnologies. How do you determine which EHR solution is right foryour hospital? In this session hear the latest offerings in innovative EHRand learn how to choose the technology and ensure the automatedinfrastructure investment is delivering the highest possible value.

Paula J MagnantiFounder & Chief Healthcare Strategist, Board Advisor, Speaker,Visionary, Optometry, Physician & Vendor relations expert

3.15 Business Process Reengineering � Developing,Implementing And Managing A Phase Out StrategyFor Ineffective Legacy Processes And PracticesTo become completely paperless, hospitals are devising long termstrategies to phase out labor intensive manual processes.

Reengineering is used to improve quality, cost, and efficiency ofprocesses by phasing out manual business activities for greater accuracyand higher performance. Factors such as building and maintainingconsistent standards across departments, clients, and supplier networksare important components of seamless technology integration. Phasingout manual intensive activities can not only help realize substantialprocess improvements, but can also enhance operations and financialperformance. In this session, learn how you can take a leap forward toa paperless future! • Key considerations - time, cost, people• Re-engineering vs. eradication of process— improve it or lose it?• Reviewing the latest innovative technologies tools to streamline work

processes

Miranda K. PizingerHR Manager, Shared ServicesDartmouth- Hitchcock Medical Center

4.00 PANEL DISCUSSION: Mapping the Future OfHospital Performance - Key Lessons Learned

In this session thought leaders and industry professionals share theirviews as they map, project and forecast the future performance of thehealthcare industry. Hear the challenges, opportunities and predictionsfirst hand. Have an opportunity to share your thoughts, ask yourquestions and voice your opinion in this open floor session.

Patricia BlackMBA, Outcome Manager, Patient Care ServicesThe Children’s Hospital of Philadelphia

4.45 The Outside-In Approach – Shifting Focus fromOperational Excellence To A Customer CentricApproach To Performance ImprovementIn determining where to start improving, hospitals often focus oninternal business processes such as financial performance, supply chainoptimization, business process efficiency and information management.There is an alternative school of thought, which adopts the outside-inapproach, defining customer-driven priorities for improvement andinnovation and moves away from the ideas of operational excellencethat tend to focus on improving internal business activities. In thissession learn more about this approach and how you can deliver realvalue to “customers” by driving strategy from the outside-in.

Marilyn ElledgeCustomer Experience Strategy Expert

5.15 Chairperson’s Closing Remarks & End of ConferenceDay One

Improving quality, service standardsand operational processes

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The Big Data IQ is where executives leading thecharge in becoming a proactive data driven organization go foractionable strategies, training, networking, and professionaldevelopment. The industry’s most respected community of expert’shelp you debunk the hype, demystify the complexity and define BigData in the context of your industry and your role. It is the onlycross-industry, cross-functional, multi-media community platform forbusiness leaders responsible for collecting, managing, and analyzingvast amounts of data to make faster and better business decisions.

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