| 09.30 | Opening by moderator Wim Schellekens |
| | Boardmember VitaValley and ex-chief inspector IGZ |
| | - Engaging Physicians to Transform Care
- Interactive reflection on quality and costs in Dutch hospitals
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| 10.00 | The journey of Virginia Mason Medical Center |
| | - Virginia Mason Medical Center journey to become the quality leader by applying tools and techniques of Toyota's lean manufacturing
- Why this approach? What was learned first-hand in Japan an how it is applied to improve health care
- Results that have led to world-wide recognition and accolades
|
| | Gary Kaplan
Chairman and CEO, VMMC |
| | |
| 10.30 | Mismatch innovation and traditional medical culture |
| | - The success at Virginia Mason results from applying a proven technical to improve quality (lean) and leadership that acknowledges and addresses the counter-cultural nature of the innovation
- A model for success when the innovation challenges traditional medical practices: What leaders need to pay attention to
|
| | Jack Silversin
Advisor, Amicus Inc. |
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| 11.00 | Statements for discussion |
| | - Small group discussion of local exemples of succesful change and change that hasn't gone well or been widely adopted
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| 11.20 | Coffee break |
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| 11.45 | Urgency and shared vision as critical to organization wide transformation |
| | - The failure of change when only leaders sense that change is truly needed
- Example from Virginia Mason Medical Center of leadership helping physicians sense that there is an urgent need to change - that the current state was not sustainable
- Getting doctors and all staff aligned behind one vision for the future - how this action helps when change is imperative
- The development of Virginia Mason's vision and how is pivotal to all other change efforts
|
| | Gary Kaplan
Chairman and CEO, VMMC
Jack Silversin
Advisor, Amicus Inc. |
| | |
| 12.45 | Summary
Wim Schellekens
Boardmember VitaValley and ex-chief inspector IGZ |
| | |
| 13.00 | Lunch |
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| 14.00 | Doctor leadership and Compact as additional levers for change |
| | - When a doctor is also expected to lead colleagues - the challenges and how Virginia Mason is building effective leaders who encourage the adoption of change
- What is a compact and why many health care institutions are making a conscious effort to create a new compact or reciprocal expectations between management and doctors
- Compact examples from Virginia Mason Medical Center
|
| | Gary Kaplan
Chairman and CEO, VMMC
Jack Silversin
Advisor, Amicus Inc |
| | |
| 15.40 | Break |
| | |
| 16.00 | How to translate ideas and experiences into practical actions |
| | Gary Kaplan
Chairman and CEO, VMMC
Jack Silversin
Advisor, Amicus Inc |
| | |
| 17.00 | Closing and informal drink |
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