Certificate In Healthcare Process Improvement by Informa Middle East

Certificate In Healthcare Process Improvement Manage Patient Flow And Redesign Care 10 – 13 November 2013 Dusit Thani Hotel, Dubai, UAE

5 Learning Objectives: • Maximise your resources and deliver sustainable improvements in patient-centred care • Process map the entire patient journey identifying all key stakeholders to develop a full understanding of your current situation • Analyse your system to identify bottlenecks and areas for improvement where you can increase the flow of patients and reduce waste in direct care and support services of all kinds • Proactively manage clinic, bed, diagnostic or support services capacity and resource allocation to ensure you work in the most efficient way to minimise waiting times and discharge in-patients in a timely manner, and achieve excellence in the patient experience • Implement best practice ideas which will help you achieve healthcare process excellence

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Certificate In Healthcare Process Improvement 10 – 13 November 2013 • Dusit Thani Hotel, Dubai, UAE Course Overview As someone with responsibility for reducing wait times, improving the patient journey, or improving a critical support service, without a doubt you will recognise the immediate benefits that a strategic and managed response to patient flow and process improvement can reap. Healthcare facilities are vertical structures, yet your patients take a horizontal journey. Although every hospital is good at clinical care and clinical decision-making, it often seems difficult to make progress in improving the patient journey in clinics and in-patient services, and to improve the support services necessary for patient flow. This course will guide you through the principles of process improvement and show you how to apply the lessons of Lean Thinking to enable true process redesign in your healthcare setting. You will learn how to: • Visualise your improvement programme to dramatically improve flow • Make processes transparent • Link process improvement and basic concepts in change management to ensure successful implementation and take-up of new methods • Envision your improvement team for sustaining and innovating change in your organisation • Maximise your resources and deliver sustainable improvements in patient-centred care and critical support services in every area of the hospital You will then put into practice tools to clearly highlight your aims and how far along you are towards reaching your goals. Areas such as queuing theory are also explored and their application to healthcare demonstrated. Simple measures of capacity and demand relevant to clinics, in-patient services, diagnostic and support services will be explored and you will learn how to translate the activities of staff into easy-to-analyse units. Throughout the course, there are allocated timeslots allowing ample opportunity for you to put these principles into practice.

Certified Courses In Healthcare Management In conjunction with the Institute of Healthcare Management in the UK, IIR are proud to offer a comprehensive programme of certified courses in healthcare management. The IHM is recognised as one of the largest representative organisations in the world for individual healthcare managers. Its membership reflects the diversity of healthcare management from both the public and private sectors. Since 1902, the IHM has played an important part in the lives of thousands of healthcare managers. It provides opportunities to enhance the careers of those involved in the health and care sectors through professional development opportunities, robust and effective networks and influencing relevant policy decisions.

Progressions The IHM’s certified programme is aimed at people working in all healthcare sectors irrespective of their professional or functional background. This includes those who are working in a professional or clinical role as well as staff with a managerial focus or significant leadership responsibilities. It is also appropriate for experienced healthcare managers who wish to refresh or update their existing skills. Each course in the programme is a stand-alone learning experience providing its own unique benefits and leading to the award of an IHM certificate. Foundation Certificate: Certificate in Healthcare Leadership and Management

10 – 14 February 2013 20 – 24 October 2013

Kempinski Hotel, Mall of the Emirates, Dubai, UAE Fairmont Hotel, Dubai, UAE

Specialist Certificates: Certificate in Healthcare Quality Improvement Certificate in Healthcare Financial Management Certificate in Healthcare Strategy and Planning Certificate in Patient Safety and Risk Management Certificate in Healthcare Talent Management Certificate in Healthcare Process Improvement Certificate in Healthcare Information Systems Certificate in Healthcare Marketing and Customer Relations

24 – 28 March 2013 28 April – 2 May 2013 9 – 13 June 2013 30 June – 3 July 2013 8 – 11 September 2013 10 – 14 November 2013 24 – 28 November 2013 15 – 19 December 2013

The Address Hotel, Dubai Marina, Dubai, UAE Kempinski Hotel, Mall of the Emirates, Dubai, UAE The Address Hotel, Dubai Marina, Dubai, UAE Dusit Thani Hotel, Dubai, UAE Jumeirah Emirates Towers Hotel, Dubai, UAE Dusit Thani Hotel, Dubai, UAE TBC Hotel, Dubai UAE TBC Hotel, Dubai UAE

Managers wishing to take multiple certificates can work towards the award of the internationally recognised and highly respected Professional Diploma In Healthcare Management. Recipients of the Professional Diploma are entitled to use the designatory letters ‘DipHM’ after their name. They are also entitled to become members of the Institute of Healthcare Management and use the designatory letters ‘MIHM’ after their name. The full Professional Diploma requires candidates to take multiple certified courses – the Foundation Certificate plus a number of specialist certificates of the candidate’s choice. The Professional Diploma also requires assessment of the candidate’s learning across each certified course they have taken.

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Course Timings: Registration and coffee will be at 07:30 on Day One. The course will commence at 08:00 and conclude at 14:30 with lunch. There will be refreshment breaks at approximately 10:30 and 12:30.

Course Outline Day One

Day Two

Principles At The Heart Of Practice Patient care can be redesigned to improve patient flow and deliver safer care at better quality and lower cost. It requires a clear set of redesign principles, and a wellstructured method for turning principles into redesigned practice. Patient flow problems are everywhere in modern hospitals; in clinics, wards, diagnostic and support services. The principles and skills you will learn can be applied in all these areas. Redesigning care is a practical activity, focussed on the real world of healthcare. Throughout the course, the patient flow challenges you face will be used to illustrate the theory and test out redesign practice.

Making A Redesign Diagnosis: Learning To See Patients make horizontal journeys through vertically organised systems. But those journeys cannot be improved until they are understood as journeys, and seen from the viewpoint of the patient. A variety of techniques are used to make the journey visible, and help care providers see each other as resources to improve patient flow. Learning to see is at the heart of making a redesign diagnosis. And a good diagnosis makes for an effective treatment.

What kind of problems are patient flow management problems? Healthcare is knowledge work, and patient flow problems are adaptive. Understanding the differences between adaptive and technical problems makes it clear why we need a new set of principles to guide redesigning care practice. The Six Basic Principles 1 Identify your patients and your customersâ&#x20AC;&#x2122; value. Value questions focus your redesign work and build change that can be sustained 2 The process view is the golden thread running through principles and practice. Process flow is a basic 3 Identify value streams and make them the basis of flow improvement 4 Waste is everywhere in healthcare. It can be identified and removed 5 Moving from push to pull reduces bottlenecks and improves flow 6 Healthcare does not stand still. Improvement must be continuous Permission And Authorisation The redesign of all patient flow related problems needs to take three viewpoints into account: the patient viewpoint, the staff viewpoint, and the major challenges facing the organisation and its management. Redesign programs need to be properly authorised so that they align with the organisationâ&#x20AC;&#x2122;s priorities, and the staff involved have to agree for their own work to be part of the redesign program. Permission and authorisation have to be built step by step. Neither can be assumed. The Virtuous Circle Of Redesign Starts With A Problem Redesign practice is a virtuous circle made up from five basic steps â&#x20AC;&#x201C; scope, diagnose, intervene, evaluate embed and sustain. Each step builds on the step before. The A3 is the method we use to make sure we do not miss a step. Patient flow problems begin with questions that need answering, not solutions made to look like a problem. You will be helped to refine your patient flow problem as the beginning of your own A3.

Starting With Scope Improving patient flow and redesigning care processes means having a clear idea of where in the journey the redesign work begins, and where the work ends. It is then necessary to make sure that the redesign work is properly authorised for that scope, and that it has the agreement of the key stakeholders. Map The Flow There are very few really simple problems in healthcare. You cannot improve what you cannot see, and process mapping is an essential element in bringing the patient journey into vision. The basic techniques will be demonstrated by an interactive mapping exercise, and the underlying structure of a process map will be described. Track The Practice Mapping is what people say they do. Tracking helps to identify what they do in practice, how long it takes, and what are the key issues for redesign. Tracking techniques will be outlined and their appropriateness for your own patient flow problem will be considered.

Day Three Interventions That Work At the end of a thorough diagnostic process, the real problem to be solved will reveal itself. The real problem may not be quite the same as the problem you started with. So redesigning care to improve patient flow cannot be made up from a few simple recipes. If it was simple, it would already have been done. But there are a range of strategies, cooking techniques that can be applied and adapted over and again. The diagnostic process will enable you to define SMART goals for your redesign, consider what to measure to monitor and evaluate progress in your program of redesign, and what kinds of strategies will be useful Measure And Monitor How will you know if your redesigning care programme is actually making a difference? How will you monitor its progress and evaluate its outcome? Programmes that work will consider what to measure, and how to measure it, before they start to change things. Simple techniques

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such as run charts are dynamic techniques for monitoring and evaluating change as it occurs. It will be discussed and illustrated. Tidy Up With 5S And Begin To Develop Standard Work 5S is the gift that goes on giving. A tidy, well organised workplace is safer for patients and easier for staff. 5S is a well developed method for getting the workplace in order, and beginning the process of clarifying roles and responsibilities, and developing clear expectations. Visual Management Amongst the most effective methods for improving patient flow is to create a visual management system that ensures that everyone involved in a journey knows how the journey is progressing, who is involved, and whether the necessary work has begun, is in progress, is complete or has been held up. Visual management systems make work flow.

Day Four Reducing Queues, Improving Flows, Sustaining Change Hospitals and clinics are filled with queues. If queues cannot be eliminated, they can be reduced and they can be managed. There is a science to queue management, and its basics will be introduced. Good queue management and capacity, balanced with demand makes a redesigning care that is sustained. Queuing Theory Basics Why do queues form? What are the best ways to manage queues so that patient flow is maintained? Are there different strategies for different settings. What is the impact of prioritisation on queues and queuing? Flow In Clinics, Wards And Emergency Departments Improving flow will always make use of basic techniques such as choosing the right queue discipline and managing capacity and demand. Clinics, wards and emergency departments are the building blocks for most health services, and effective strategies for improving flows and minimising queues will differ between settings in predictable ways that will be discussed. Evaluating, Embedding And Sustaining If the steps have been done right, flow will improve and care will be redesigned. But there are strategies that make it more likely that the new way will become ‘the way we do it around here’.

Who should attend? This practical and interactive course is highly beneficial for healthcare professionals who are responsible for streamlining patient processes, such as Nursing and Clinical Directors, Emergency Departments Directors, Clinical Redesign and Patient Flow Managers. Hospital and Project Managers, Consultants and Operational Managers will also certainly benefit from the course.

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Meet Your Expert Course Leader Professor David I. Ben-Tovim, Director, Redesigning Care and Clinical Epidemiology Units, Flinders Medical Centre, Australia. Professor David Ben-Tovim is the leader of the Redesigning Care Programme at the Flinders Medical Centre, a 500-bed teaching general hospital in South Australia. A psychiatrist and clinical epidemiologist by background, he was the inaugural Director of Clinical Governance at the Flinders Medical Centre before leading the Redesigning Care Programme at that hospital. Redesigning Care began in 2003 and is a hospital-wide programme of process improvement aimed at improving patient flow and making care safer and more cost-efficient. Professor Ben-Tovim has been an adviser to many other Australian hospitals and health services that are using process improvement methods to improve patient flow through Lean Thinking and other non-healthcare based improvement methods. He has been a World Health Organisation Consultant, and has given master classes in healthcare process redesign throughout Australia and New Zealand, and in Singapore, South Africa, Oman, and in Sweden and the United Kingdom. Professor Ben-Tovim trained in Medicine and Psychiatry at the Middlesex and St. Georges University Hospitals in London and in Epidemiology at the Institute of Psychiatry, also in London. He established the Clinical Epidemiology Unit at the Flinders Medical Centre in 1998, before becoming Director of Clinical Governance for the hospital. He is the author of two books and over one hundred publications in peer reviewed literature, including a number related to the application of process redesign and Lean Thinking to healthcare redesign. His work in Lean Thinking at Flinders has resulted in the facility doing 15 – 20% more work, with fewer safety incidents, on the same budget, using the same infrastructure, staff and technology.

Would you like to run this course in-house? The in-house training division of IIR Middle East Tel: +971 4 407 2624 • Email: CTS@iirme.com www.iirme.com/cts

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Certificate In Healthcare Process Improvement 10 – 13 November 2013 • Dusit Thani Hotel, Dubai, UAE FIVE WAYS TO REGISTER +971 4 335 2437

IIR Holdings Ltd. P.O Box 9428, Dubai, UAE

+971 4 335 2438

www.iirme.com/healthcareprocess

DISCOUNTS AVAILABLE FOR 2 OR MORE PEOPLE CALL: +971 4 335 2483 E-MAIL: a.watts@iirme.com Event Certificate In Healthcare Process Improvement

Date 10 – 13 November 2013

Course Fee before 25 August 2013

Course Fee before 15 September 2013

Final Fee

US$ 3,895

US$ 4,395

US$ 4,695

BC5008

Course fees include documentation, luncheon and refreshments. Delegates who attend all sessions and successfully complete the course assessment will receive an IIRME Certificate of Completion.

Would you like to run this course in-house? Save training $$ and create learning experiences relevant to your business. To customise this course and increase value and impact, contact Leigh Kendall on +971 4 407 2624 or email the team at cts@iirme.com

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