Gain insights into strategic approaches that have both worked and failed as lean management and production systems get established as the engine and driver of it operating model. Learn also about complementary lean office, training needs, technology enhancements and leadership requirements.
As you embark on, or advance, your lean journey, hear how to get started, the areas to avoid, and strategies to deploy lean management both for hoshin kanri and daily management, to the production system and selecting appropriate kaizens, to training and building organizational problem-solving muscle, to technology and establishing an internal lean office. This session will cover the 12 mistakes to avoid during a lean transformation. Some of the takeaways will include: Understanding the critical nature to knowing the why or need; a guide to creating your own operating model; how to lead with the behaviors; how to avoid the artificial esthetics; how to go deep; strategies in deployment; designing different training venues for the transformation; examples to creating a trajectory that keeps evolving over time; how to hire the right lean talent at different points in your journey; how to advance with tools and techniques to creating the vital few but nimble and agile to market indicators.
Hartford HealthCare (HHC) is made up of institutions with roots in the 19th century, but has been working together as an integrated health system for a decade. Over that 10-year period, great progress has been made toward its vision of being “most trusted for personalized coordinated care.” HHC is Connecticut’s only truly integrated healthcare system serving 126 towns. With nearly 20,000 employees, the system offers the full continuum of care with six acute-care hospitals, the state’s longest-running air-ambulance service, behavioral health and rehabilitation services, a large physician group and clinical integration organization, skilled-nursing and home health services, and a comprehensive range of services for seniors, including senior-living facilities. There are 388,805 Emergency Department visits a year and 502,108 primary care visits a year. www.hartfordhealthcare.org
Mohamed Saleh is senior sensei and executive director of the lean office at Hartford Healthcare, with more than 18 years of experience. Saleh's prior experience was with Franklin Products, a division of Boeing Aerospace. He was a professor at Central Connecticut State University for the graduate department of engineering and technology management. Saleh is working on a PhD in business administration from Northcentral University, has a master's degree in engineering and technology management and a bachelor's degree in mechanical engineering from Central Connecticut State University. His certifications include Six Sigma Master Black Belt, and he is a past Malcom Baldrige examiner.
Heather Pierzchala is a lean sensei at Hartford Healthcare, with more than 7 years of experience. Before that, she was with Stanley Black & Decker, “Pro-X” and various leadership development programs. Pierzchala has a master’s degree in technology management with a concentration in lean management and a bachelor’s degree in management information systems from Central Connecticut State University, and an associates degree in radiologic technology from Naugatuck Valley Community College.