Pre-Summit Workshops

Advanced Coaching Practice for Problem-Solving Through A3 Thinking

How effective are you at balancing the technical and social skills required to develop problem-solvers? Do you struggle with giving support to your learner and guiding them through the A3 Thinking process without taking over ownership for problem-solving?

As a coach supporting a learner to develop A3 Thinking skills, your responsibility is to help your learner develop capabilities and confidence in scientific thinking. Effective coaching to develop A3 Thinkers requires us to move from the role of expert problem-solver to coach of problem-solver, guiding on the process while not taking over ownership of the problem. Coaches bring the framework for A3 Thinking, helping to develop habits of deeper problem-solving thinking, experimentation, and reflection. This requires you to have the skills to both guide your learner through the technical structure to ensure the completeness of their thinking process, while giving the support and encouragement to feel successful in their learning process. We will also discuss the difference between coaching for technical problem-solving capabilities and coaching for coaching capabilities to develop problem-solvers.

During this interactive one-day learning experience you will be exposed to and practice coaching skills that support the habit of A3 Thinking including asking effective coaching questions, using creativity and drawing, listening, and providing evidence of practice. You will experience multiple rounds of practice as learner (A3 owner), coach (1^st coach), and coach of the coach (2^nd coach).

At the end of this session participants will be able to:

Explain their purpose as a coach and demonstrate the behaviors needed to support your learner’s development through an iterative, deep-thinking problem-solving process
Understand and describe the coaching continuum between directive instruction and open questioning
Practice asking more effective coaching questions to support A3 thinking
Describe practices to coach learners through the A3 thinking process
Develop a plan for ongoing practice that builds upon previous experience

Faculty: Katie Anderson
Date: Tuesday, June 2, 2020
Schedule: 1-day (8:00am – 4:00pm)
Fee: $690
Pre-work: Previous experience of A3 ownership and coaching other A3 owners is required. This workshop will build upon concepts introduced in “Managing to Learn.” Participants must bring an A3 they have started (with Left side completed or only up to root cause) to be used in practice exercises throughout the day.
Recommended Reading: Managing to Learn: Using the A3 Management Process by John Shook, Humble Inquiry: The Gentle Art of Asking Instead of Telling by Edgar H. Schein

Aligning Improvement with Organization Strategy

Is the improvement work you are doing impacting your organization’s True North metrics? How do you know?

In today’s healthcare world it is important for improvement teams to be able to demonstrate the value that they are bringing to their organizations. Process improvement teams need to align their work with the organization’s strategy and True North to support constancy of purpose throughout the organization. Maximizing your performance also requires the transformation of the improvement team from event-based facilitators and teachers to improvement system stewards and coaches.

During this one-day session, create a plan to make your improvement team one of the most valuable assets of your organization. Generating value will come from learning to connect activities of the team to all aspects of the journey using the Transformational House as a framework. Identify opportunities to increase the team’s effectiveness and value to the organization while being stewards of your organization’s improvement system.

At the end of this session, participants will be able to:

Develop a plan to maximize the improvement team’s impact in progressing the organization’s transformation journey.
Assess your organization’s improvement team against ideal systems and behaviors.
Define the roles of the improvement team as the organization progresses on their transformational journey.

Faculty: Theresa Moore
Date: Tuesday, June 2, 2020
Schedule: 1-day (8:00am – 4:00pm)
Fee: $690
Pre-reading: None
Recommended Reading: Management on the Mend: The Healthcare Executive Guide to System Transformation by John Toussaint, MD

Building Coaching Capabilities: Transforming Your Improvement Team

Are your coaching techniques developing problem solvers? Do you use a consistent coaching process focused on developing people? Do you struggle with delivering feedback to someone in a leadership role? In the realm of coaching, there is no one size fits all. Though our approach may be grounded in a desire to help, coaching can fall short of the targeted development without clear intent and practiced skills. On the continuum, our intention can range from correcting the person, to correcting the performance or problem, or prompting for self-correction. Each of these coaching applications has a different purpose, requiring a different skill set and preparation.

As our organizations evolve from requiring project-based facilitation to supporting leaders through culture transformation, the role of coaching becomes an important asset. When the view changes from coaching for correction to coaching for development, the work can begin to align the people with the strategy. This workshop will explore the elements of effective coaching, both in theory and in practice, helping participants distinguish between coaching practices along the continuum of development. Participants will have the opportunity to practice their skills through engaging activities. As the course sets context for leadership practices, participants will begin developing a planned approach to support their organization’s leaders through coaching.

At the completion of this session, participants will be able to:

Establish coaching relationships at different levels
Differentiate types of coaching on the development continuum
Articulate the value of coaching in organizational transformation
Identify and execute elements of effective coaching, including: the art of inquiry, listening skills, and delivering feedback
Develop a plan to deliver coaching support for organization leaders.

Faculty: Karen Flom
Date: Monday, June 1, 2020
Schedule: 1-day (8:00am – 4:00pm)
Fee: $690
Pre-reading: None
Recommended Reading: Humble Inquiry: The Gentle Art of Asking Instead of Telling by Edgar H. Schein

Creating a Lean Management System Overview

Is your healthcare organization struggling to sustain improvement gained through the application of lean principles? Are you facing challenges in implementing daily improvement and aligning work to strategic goals?

Managing a lean organization requires a different type of leadership and a shift from management-by-objectives to management-by-process. A lean management system enables the adoption of management by the process, regulates the flow of information from the front lines to senior leaders and back, fosters engagement of all employees in process improvement, and allows for daily coaching and teaching. During this overview session, participants will learn about a journey to develop a lean management system at a healthcare organization and experience an in-depth framework for each element that comprises it.

At the end of this session, participants will be able to:

Explain the purpose behind each of the 10 interconnected components of a lean management system.
Describe how to cascade information effectively throughout the organization.
Identify how to create and sustain a system of continuous improvement aligned with strategic goals.
Discuss how employee coaching and mentoring can occur daily.
Recognize and describe the importance of leader standard work in supporting a lean transformation.

Faculty: Patsy Engel
Date: Tuesday, June 2, 2020
Schedule: 1-day (8:00am – 4:00pm)
Fee: $690
Pre-reading: None
Recommended reading: Beyond Heroes: A Lean Management System for Healthcare by Kim Barnas, Creating a Lean Culture: Tools to Sustain Lean Conversions, 3rd Edition by David Mann

Discover Excellence

This is the Shingo Institute’s foundational, two-day workshop that introduces the Shingo Model™ and is a prerequisite to the other four Shingo workshops. Discover Excellence introduces the ten Shingo Guiding Principles and the Three Insights to Enterprise Excellence™. Small group discussions and on-site learning at a host organization make this program a highly interactive experience. It is designed to make your learning meaningful and immediately applicable as you learn how to release the latent potential in your organization and achieve enterprise excellence.

In the two days of this workshop, you will absorb knowledge gathered over decades of working with some of the best organizations in the world. You’ll discover how to create ideal results by building a sustainable culture of excellence based on core principles. On the second day of this workshop you’ll learn to see and evaluate—in a real-life setting— how well an existing culture is aligned with guiding principles in order to elicit ideal behaviors.

Discuss and understand the The Shingo Model™
Discover the Three Insights of Enterprise Excellence
Evaluate how the Guiding Principles inform ideal behaviors that ultimately lead to sustainable results
Describe the behavioral assessment process through an interactive case study and on-site learning
Apply what you’ve learned

Leaders around the world invest substantial amounts of time and money on initiatives that sometimes achieve positive results. Sustained improvement, however, is harder to come by. Each new tool becomes another possible solution or “best practice” only to create confusion that often results in what we call the “sugar high” – a temporary boost in results accompanied by a fleeting feeling of victory. After a few such cycles, people begin to believe that sustainable results are elusive and that each new initiative is really just a “flavor-of-the-month” that will quickly be replaced.

The Shingo Model™ is not an additional program or another initiative to implement. Rather, it introduces Shingo Guiding Principles on which to anchor your current initiatives.

At the end of this session, participants will be able to:

Recognize how the ten Shingo Guiding Principles and Three Insights of Enterprise Excellence lead to sustained organizational improvement
Discuss how the Guiding Principles inform ideal behaviors and how these behaviors lead to sustainable results
Use the behavioral assessment process
Create a sustainable culture of excellence

Faculty: Shaun Barker
Dates: Monday, June 1 and Tuesday, June 2, 2020
Schedule: 2-days (8:00am - 5:00pm Day 1, 8:30am - 4:30pm Day 2), Day 1 at The Grand America Hotel, Day 2 off-site at a gemba location with transportation provided
Price: $1380
Recommended Reading: Management on the Mend: The Healthcare Executive Guide to System Transformation by John Toussaint, MD

Engaging People Through Communication: A Storytelling Approach

Do you want to engage your team in continuous improvement work?

As leaders we are always seeking to influence those around us, be it our peers, our team, customers or senior leaders. We rely on PowerPoint presentations, long monologues, or data heavy slides to get our message through. However, that may not be the most effective way to communicate, influence and more importantly inspire. Every word counts when you want to engage your audience, to deliver inspiration, or drive a call to action.

This hands-on workshop enables attendees to tap into the power of storytelling to influence people, whether it’s to gain top management support for a change initiative or engage frontline employees. Attendees will be able to apply the storytelling framework to a unique communication challenge and refine it based on peer feedback.

After this session attendees will be able to:

Describe why story-telling is critical to your communication.
Explain the Science behind Story-telling.
Apply a story-telling model to everyday situations.

Faculty: Aditi Patil
Date: Monday, June 1, 2020
Schedule: 1-day (8:00am - 4:00pm)
Fee: $690
Pre-reading: None
Recommended Reading: None

Innovation in Healthcare

Is your organization struggling to adapt to value-based payment? This shift in payment is a threat to the current business model most health systems’ revenues are built on. It also presents an opportunity to design and develop radically different models of care delivery. This capability, referred to as care model innovation, is different from traditional lean improvement efforts such as kaizen events and daily continuous improvement. It requires different systems and processes that most health systems do not have today. Consequently, some organizations are struggling to deliver breakthrough results.

This workshop serves as an introduction to the care model innovation capability through the lens of the development and diffusion of the Care in Place program at Atrius Health, a large multi-specialty and primary care physician group in eastern Massachusetts. Atrius developed a repeatable care model innovation process and its first full innovation project resulted in the creation and diffusion of an elder urgent home care program, Care in Place. This new model reduced ER visits and hospitalizations while achieving excellent patient and provider experiences.

At the end of this session, participants will be able to:

Demonstrate awareness of the process, people, and space necessary for care model innovation.
Recognize how care model innovation relates to enterprise strategy development and deployment.
Explain the differences between process improvement and care model innovation, including the relationships between teams.
Describe how care model innovation relates to model cell development.
Articulate how value-based payment creates an opportunity for innovation.

Faculty: Ted Toussaint
Date: Tuesday, June 2, 2020
Schedule: 1-day (8:00am - 4:00pm)
Fee: $690
Pre-reading: None
Recommended Reading: Healthcare Disrupted: Next Generation Business Models and Strategies by Jeff Elton and Anne O'Riordan, Winning the Brain Game by Matthew May, "How Atrius Health is Making the Shift from Volume to Value" from Harvard Business Review by Ted Toussaint, Karen DaSilva, John S. Toussaint

Kata: A Pattern for Continuous Improvement and Coaching in Healthcare

Have you struggled with developing a continuous improvement culture within your organization? Does aligning the work of each department with clarity around what they are trying to achieve in pursuit of True North and Strategy seem out of reach? Wouldn’t it be great if at each level of the organization a common pattern of improvement and coaching existed to assist leaders and teams in systematically achieving goals through rapid cycles of experimentation? The truth is, current and future challenges require it. A kata is a pattern or routine on your path to proficiency and expertise. With continuous improvement in healthcare, everyone has felt like a beginner at one point and many still feel that way. Building competency around the pattern of continuous improvement and the required coaching to make it work is no mystery; it is a pattern that all can learn and begin applying immediately.

In Toyota Kata, Mike Rother shares with us truly repeatable routines of improvement and coaching that have been missing in many improvement journeys over the years. Through practice within several healthcare organizations, we’ve learned much from Rother’s work—not only how to perform improvement daily within departments, but also how those efforts can be aligned closely with system priorities, engage people, and be truly continuous. Within this course, we explore these patterns (kata), how these patterns link to scientific thinking and practice (A3), and provide basic routines for doing both rapid cycle experimentation and the coaching routine that is critical to success.

At the end of this session, participants will be able to:

Review the A3 scientific thinking pattern.
Describe and demonstrate a pattern for rapid cycle experimentation.
Learn and practice a pattern for coaching to rapid cycles of experimentation.
Employ and articulate the importance of setting short-term target conditions in alignment with a larger challenge.
Create a plan of how to integrate these patterns into your improvement journey.

Faculty: Theresa Moore
Date: Monday, June 1, 2020
Schedule: 1-day (8:00am - 4:00pm)
Fee: $690
Pre-reading: None
Recommended Reading: "Kata in Healthcare" a Catalysis whitepaper by Bill Boyd and Mike Radtke, Toyota Kata by Mike Rother

Leader Standard Work

Most lean implementations start with a lot of excitement as business results quickly improve, and front-line employees show a high level of engagement. Unfortunately, this excitement is often short-lived with the process going back to its initial performance leaving front-line employees and leaders disappointed.

The fact of the matter is that using lean with processes without changing leadership principles and practices never goes well. This is like putting new wine into old wineskins. An unchanged leadership model will eventually break the new lean process. To ensure sustainable improvement, lean requires the set of leadership behaviors and structure that make up the lean management system. Leader standard work is the glue of lean management system. It connects lean tools with lean thinking and continuous improvement with respect for people.

During this one-day session, participants will be engaged in reflecting on their current activities and the changes needed to become a successful leader in a lean environment. They will use this reflection to structure their own Leader standard work.

At the end of this session, participants will be able to:

Define the role of the leader in a lean environment.
Implement tools to develop successful behaviors with a lean management system.
Use leader standard work to continuously evaluate and improve their performance.

Faculty: Didier Rabino
Date: Monday, June 1, 2020
Schedule: 1-day (8:00am – 4:00pm)
Fee: $690
Pre-reading: None
Recommended Reading: None

Measures of Success

Do you or your leaders find yourselves having to explain every bad data point in a chart or any "red" data point that doesn't meet a goal or target? In a Lean Journey, organizations often introduce daily (or even hourly) performance metrics that are meant to drive change and evaluate performance. But does this "whack a mole" approach to management end up frustrating everybody involved, wasting time, and getting in the way of real improvement?

Dr. W. Edwards Deming used the “Red Bead Game,” which was created in 1982, in hundreds of seminars around the world for over a decade. Today, Mark Graban facilitates the exercise as something that will help any Lean Transformation Journey. In this workshop, we will take a deeper dive into the creation and utilization of better performance tracking charts, based on process behavior charts and “statistical process control” methods. Participants will get to do hands-on work with sample data sets and will be encouraged to bring some of their own charts and data to use and be coached on.

At the end of this session, participants will be able to:

Understand and differentiate between “common cause” variation (or noise in the system) and “special cause” variation (or a valid signal).
Identify and better appreciate the fallacy of targets, slogans, and incentives in a system that is poorly designed.
Describe the hands-on experience used in the course for creating “control charts” from different data sets that would be typically used in a Lean Healthcare Transformation.
Practice interpreting simple “control charts” to more appropriately evaluate performance over time.
Discuss strategies for introducing this approach into an organization.

Faculty: Mark Graban
Date: Tuesday, June 2, 2020
Schedule: 1-day (8:00am - 4:00pm)
Fee: $690
Pre-reading: None
Recommended Reading: None

Patient-Centered Strategy

Is your organization committed to improving your customers’ experience? Can you quickly adapt to changing customer needs and market conditions with a system to learn rapidly and adjust course? In today’s quick-paced environment, learn how to both nimbly develop and test a successful strategy as well as connect the system for managing your strategy to your lean management system.

Strategic planning is the process of choosing a set of breakthrough initiatives that create new, relevant, and differentiating value for patients, and propel the organization toward its vision, or True North; then deploying those initiatives under conditions of uncertainty and competition. You must learn quickly through disciplined, rapid experimentation as you implement these initiatives to create this unique value for customers.

Through this program, learn a framework to define and draft new strategies aligned with achieving your organization's aspirations or True North, focused on creating value for the patient. Learn how to test your most important assumptions and develop fail-fast experiments while balancing these breakthrough initiatives with your improvement system to close the gap on True North, deploying priorities in a respectful way.

At the end of this session, participants will be able to:

Learn and practice the key components of a strategic management system in a lean organization.
Demonstrate how to apply the P-D-S-A cycle to develop and implement clear, concise strategic initiatives to achieve True North.
Express how the organization’s lean management system, continuous improvement, strategy deployment, and True North connect to focus and align work within the organization.

Faculty: Jeff Hunter
Date: Monday, June 1, 2020
Schedule: 1-day (8:00am – 4:00pm)
Fee: $690
Pre-reading: "Where’s the Strategy in Strategy Deployment?" a Catalysis whitepaper by Jeff Hunter
Recommended Reading: Patient-Centered Strategy: A Learning System for Better Care by Jeff Hunter

Understanding Lean Transformation

As healthcare organizations, we know that our customers, external and internal, have rising expectations. To meet that challenge we must continuously improve, i.e. transform, for higher levels of performance.

The Lean Enterprise Institute (LEI) has been studying lean transformation for several decades. Experience demonstrates that successful transformation at any level, be it organizational or individual, calls for a situational approach that is based on innovating key dimensions through addressing a series of questions which, collectively add up to the Lean Transformation Framework (LTF).

In this interactive workshop, participants will explore the five questions of the Lean Transformation Framework:

What is our purpose, what value to create or what situational problem(s) are we trying to solve?
How are we improving the actual work?
What capabilities are needed and how will they be developed?
What management system and leadership behaviors are required?
What basic thinking, mindset, or assumptions will be needed for this transformation?

This learning experience examines the balance of a situational transformation framework with its foundations representing a clear point of view based in lean thinking. LEI believes that each question must be addressed regularly, or the transformation is headed for trouble.

During this workshop participants will learn the overall framework with in-depth understanding of each dimension, explore its use through multiple case studies, guided by experienced lean transformation leaders and coaches; and begin the process of application for their current unique situation.

At the end of this session participants will be able to:

Explain the five basic dimensions of individual and organizational change
Understand and discuss the key elements of a lean organization and the Lean Transformation Framework (LTF)
Practice using the LTF with multiple case studies
Reflect upon your own situation according to the LTF for application of concepts
Use the LTF's five questions to begin thinking about and planning your own transformation

Faculty: Joshua Howell and Lisa Yerian
Date: Monday, June 1, 2020
Schedule: 1-day (8:00am – 4:00pm)
Fee: $690
Pre-reading: None
Recommended Reading: None

Using Daily Management Systems to Drive Strategy to the Front Lines

In 2017 Intermountain Healthcare implemented Continuous Improvement (CI) and the Intermountain Operating Model (IOM). Today CI and the IOM are “the way we do our work.”

Intermountain enjoys a common CI methodology and terminology across the system, patients and caregivers are safer, quality and access to care have improved, and financial goals are continually met. More than 2,500 huddles, tied together through a Daily Tiered Escalation Huddle process, happen every day. In 2019, 53,903 Caregiver ideas were implemented, of which 4,471 were Physician and APP ideas.

Join us for an experiential day as we share our lessons learned and current best-practices as we daily strive to better align the work of the organization to accomplish our strategic objectives. Learn from our journey, understand our foundational assumptions, and experience the culture and tools we promote within CI at Intermountain.

At the end of this session, participants will be able to:

Recognize the key processes within a Strategy Deployment Cycle
Understand and describe the Catchball process as a necessary step to aligning and deploying strategy
Explain how to engage front line teams using Visual Management
Practice how to unleash the creativity of teams using Idea Systems
Identify how to engage front line teams in Problem Solving using Kata

Faculty: Intermountain Healthcare's CI Leadership and CI Faculty
Date: Tuesday, June 2, 2020
Schedule: 1-day (8:00am – 4:00pm)
Fee: $690
Pre-reading: None
Recommended Reading: None

For Pre-Summit Workshops: If we have fewer than 10 attendees registered within 30 days of the program date Catalysis may cancel a learning experience. All participants will be notified by email and full refunds will be issued for the registration fee. No refunds will be provided for travel expenses participants may have incurred.