2018 Workshops

ON-SITE WORKSHOPS – Tuesday, September 25, 2018, 12:00-1:00 pm Lunch, 1:00 – 4:00 pm Workshop. Lunch included in registration fee. Register separately for this event Online, Fee=$200. Register Now!

Topic 1: Developing and Deploying Values and Strategy
for Healthcare Excellence


Instructor: Emily Padula, Chief Strategy Officer
Hill Country Memorial Hospital, TX

Objectives: Integration of processes and improvements are keys to achieving the highest levels of performance. Find out from the healthcare quality champion at Hill Country Memorial Hospital, how they have leveraged integration and alignment to achieve and sustain results to be in the top 10% of the United States. In this workshop, you will gain detail information and learn the tools necessary to assist your own organizational journey to excellence. Beginning with a brief overview of the Baldrige Quality Award program and our journey to excellence using that framework, we will discuss how we found and live our values, our process for developing a strategy map and getting it done through action plans (OBIs and SBIs), and how we use tools to stay on track.

Emily Padula, RN, MHI, FACHE is Chief Strategy Officer at Hill Country Memorial (HCM) Healthcare in Fredericksburg, Texas. HCM has been a Truven 100 Top Hospital for the last four consecutive years and is one of two healthcare recipients of the 2014 Malcolm Baldrige National Quality Award. Emily has provided leadership in the Baldrige process and the quality department.

Topic 2: The Next Step in Lean Management Journey


Instructor: Norman Bodek
Author, Consultant and International Lecturer

Many of the topics form the building blocks of the Toyota Manufacturing System, which, in turn, became the basis for what came to be called Lean Manufacturing around the world, the Harada Method is the human side to Lean Management.

The Harada Method is designed to teach people how to be great leaders, coaches, and to build a winning team. The Harada Method is recognized as one of the most systematic ways to enhance employee development. It is the next step in the Lean journey. It integrates easily with Six Sigma, and Hoshin Planning, and other continuous improvement efforts, to give real substance to what Toyota calls “respect for people.” Bodek will talk about how employers can use Harada to embed continuous improvement in workplace culture.

Norman Bodek is a teacher, consultant, author and publisher. He founded Productivity Press and is currently President of PCS Press. No one better understands than him the links between the functional areas of the Toyota management system, and the value of Lean, Kaizen in achieving quality and continuous improvement. He has published over 100 Japanese management books in English, and over three decades, up until 2016, Bodek visited Japan 86 times, toured more than 250 plants and taught the best of Japanese management at Portland State University. He is elected to Industry Week’s Manufacturing Hall of Fame.

Attend the Lean Certification Program – for Managers and Facilitators



A great deal is known about teamwork and human behavior at the organisational and political levels in healthcare, but the knowledge of systems thinking is not always applied by these organisations. Clearly, improvements are needed in wait-time problems and these can be made not only in safety aspects but also in quality of patient care by gathering knowledge (theoretical and practical-both) and applying them at the system design stage.

Process engineering plays a very distinctive role with proven tools and techniques like, the 80/20 rule, continuous flow, concurrent engineering, QFD, system analysis tools, modeling, queuing theory and simulation, and other techniques will be discussed to solve the wait-time problems facing hospitals.


Benchmarking has been used extensively in the manufacturing and service industries for a number of years to study continuously, and systematically the processes of improvement in products and/or services delivered by companies who are the best in class for the purpose of learn and think outside of box to implement better ideas. Such is not the frequent case however, in publicly funded healthcare organisations.

Topics for discussion will include:

  • Purposes and types of different kinds of benchmarking
  • The process involved in benchmarking
  • Stages of benchmarking
  • Identification of partners
  • System of collecting and analysing data
  • Evaluating legal ethical issues
  • Taking stock of data and taking action
  • Evaluating progress


Managing change is a complex process. You must first address current challenges and look for opportunities and venture on change management skills in a systematic fashion and never give up. Moving the organization to adopt a change culture is a difficult task. Everyone thinks, he should change, she should change, they should change; but me change? No way.

Change is increasing and becoming more complex. But, the problem is that the resources allocated often don’t suffice in relation to the challenge itself. There are many barriers to change: political, financial, technical, and psychological are the main ones.

You will learn what works and what doesn’t. With examples of major transformations applications, you will hear first-hand about practical change management approaches from across many healthcare change management initiatives. A combination of case studies and proven expertise will help provide an unparalleled look into how to succeed, from inter-department to organization-wide transformation.

Topics for discussion will include:

  • Making every one believe what is change for and why it is valuable to change.
  • There has to be a vision for change that everyone can relate to.
  • Existing and potential barriers must be identified and removed.
  • The whole organization must be behind the change.
  • The leaders must be ready for change.
  • Measurement systems must be in place.
  • Continuous feedback system must be in place; Coaching must be provided.
  • Recognition and reward system must be established.

Each candidate will be asked to handle his or her situation at workplace as an example of change. There will be plenty of room for discussion and interaction between instructor and candidates.


It is a well-known fact that the biggest opportunity to have improvement in the bottom line comes from process improvement. Derived from the concept that every work is a process, one can imagine how much focus needs to go on improving processes that undermine quality and destroy trust of customers. From record keeping to engineering to distribution, and financial accounting and business planning – everything is a process and everything has be to streamlined and improved.

Starting from getting the top management commitment to selecting a process for improvement, setting objectives, organising to move ahead, flowcharting the process, understanding each of its characteristics, to deleting non-value added elements and creating new processes – there is systematic way to handle the entire processes.

This workshop will illustrate with numerous examples from many service organisations on how to improve processes and save bundles without laying off a single employee.


Doing more with less is no longer enough. Organisations are looking for doing things differently. Experts agree also that there’s more to change, not less. Going to the future, you must be innovative. Budget cuts in many government organisations may be the immediate challenge, but changing demographics, increasing diversity, new technologies such as social media, and fast paced developments and reforms also contribute to the public sector change asked for.

This special workshop will take a comprehensive view of the public sector’s unique change management needs and its latest issues and opportunities for innovative ideas.

This event will include a major focus on public sector innovation, to help you prepare for major changes ahead and improve your organization. Benefit from the innovators’ guidance will be provided to help keep your transformation on track. You will learn from the experts on how to succeed and in what may be the most challenging environment in your case.

Practical examples and case studies of successful innovations will include:

  • How to become an innovation leader
  • How to energize people with a common vision
  • Change of organizational culture to drive high performance
  • Practices of consultation with stakeholders and employee engagement
  • Building the master transformation plans into practical frontline action
  • Maintaining a strong culture to support lasting change