MAY 7, 2018

C U S T O M C O N T E N T

2018 Finalists

Moss AdamsGOLD SPONSOR

Medical Asset ManagementSILVER SPONSOR

PLATINUM SPONSOR

Tuesday, May 15, 2018 • 7:30 am – 11:00 amCity Club LA • 555 S. Flower St., 51st Floor • Los Angeles, CA 90071

Tickets available at labusinessjournal.com/bizevents

Join us for the forum and awards

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36 LOS ANGELES BUSINESS JOURNAL – CUSTOM CONTENT MAY 7, 2018

FINALISTS

VIK BAKHRUConsejoSano

SOPHIA CHANMonrovia Gardens Healthcare Center

MARC ECKSTEINLos Angeles Fire

Department

ERIKA ESTRADAL.A. Care Health Plan

NANCY FREEDMANEncino Plaza Surgical

Center

PAUL GOMEZPolsinelli LLP

DR. MIKAYEL GRIGORYANAdventist Health Glendale

BARBARA B. HINESQueensCare

RYAN IWAMOTO24Hr HomeCare

THOMAS E. JACKIEWICZKeck Medicine of USC

SKYE KELLYHeal One World

TOBIAS KENNEDYMontage Insurance

Solutions

JOE KIANIMasimo

DR. ROBERT KLAPPERCedars-Sinai Medical

Group

DR. TODD LANMANLanman Spinal Neurosurgery

CAROL K. LUCASBuchalter

DR. DAVID LUNASaban Community Clinic

DR. AHMED MAKILos Angeles Center for

Cosmetic Surgery

JOE MANNISProject Angel Food

ABNER MASONConsejoSano

PRECIOUS MAYESWAVE Innovations

LOUISE MCCARTHYCommunity Clinic

Association of Los Angeles County

GLENN D. PASCUALKaiser Permanente

MARGARET R. PETERSONCalifornia Hospital

Medical Center- Dignity Health

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MAY 7, 2018 CUSTOM CONTENT - LOS ANGELES BUSINESS JOURNAL 37

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38 LOS ANGELES BUSINESS JOURNAL – CUSTOM CONTENT MAY 7, 2018

FINALISTS

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When we share a common goal, the sun rises on endless opportunity. That’s why we believe in the great promise of a better tomorrow for our clients and communities.

We’re proud to support the Los Angeles Business Journal’s 2018 Health Care Leadership Forum & Awards.

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MARK K. PILONSusan G. Komen,

Los Angeles County

JOHNESE SPISSOUCLA Health

STEVEN ROSENCity of Hope

RALPH TERRAZASLos Angeles Fire

Department

STEPHEN SAMUELPremier Pharmacy Services

CRAIG E. THOMPSONAPLA Health

ROGER SEAVERHenry Mayo Newhall

Hospital

ERIK WEXLERProvidence St. Joseph

Health Southern California

TONY SINAYCalifornia State University

Long Beach

ZEIN OBAGIZO Skin Health, Inc.

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MAY 7, 2018 CUSTOM CONTENT - LOS ANGELES BUSINESS JOURNAL 39

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FINALISTS

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SABAN COMMUNITY CLINIC

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The Women’s Council and Awards is a half day event of inspiration, education and recognition. The top business leaders in Los Angeles will share their wisdom through a series of Keynote speeches, dynamic panels, and workshops. Discussion topics include women in male dominated work environments, self-worth, negotiating tactics, technology, scaling your business and much more. The afternoon portion will be highlighted by a luncheon awards program where we will be honoring achievements by powerful women who make a difference throughout Los Angeles.

To nominate or register for tickets, please visit www.labusinessjournal.com/bizevents

Nomination Deadline May 10, 2018Council & Awards: Friday, June 22, 2018

JW Marriott Los Angeles L.A. Live 900 West Olympic Boulevard | Los Angeles, CA 90015Speaker Symposium and Workshops: 7:00 am - 11:00 amAwards Luncheon: 11:00 am - 1:30 pm

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MAY 7, 2018 CUSTOM CONTENT – LOS ANGELES BUSINESS JOURNAL 41

By JON FELTON

For most healthcare organizations, developing a strategic plan is much easier than executing it. The industry’s complex and evolving regu-

lations and payment systems, changing practice and delivery models, clinical variation, and rising patient acuity force providers into a state of constant reactivity. Under these conditions, carrying out a strategic vision seems improbable, if not impossible.

Lean management strategies can help lead-ership escape this cycle of reactivity by empow-ering employees to implement sustainable, prioritized change.

HOW IT WORKSBy aligning employees’ work and daily

improvement efforts with the strategic direc-tion of an organization, lean management systems help achieve key business objectives faster.

The principles and practices of lean man-agement are derived from the factory-oriented Toyota Management System, which emphasizes improving processes and developing people. These concepts are applicable to any industry—and are ideal for health care.

A SOLUTION TO THE EXECUTION DILEMMA Leadership’s ability to execute and sustain

change is impeded by taking on too many organizational initiatives and objectives at once with limited focus and resources. This creates what’s known as the execution dilemma.

Lean management can help leadership resolve the execution dilemma by focusing an organization on a few vital priorities, then helping employees establish and understand the connection between the work they’re doing on a daily basis and those strategic goals. This requires leadership to empower and train everyone with-in their organization to be effective problem solvers, focusing their efforts on solving the problems that matter most.

BENEFITSSolving execution problems with lean man-

agement has wide-ranging potential benefits for employees as well as patients.

PATIENTSThe application of lean management in

healthcare is still relatively new and has only occurred over the last two decades. Still, organizations that have successfully imple-mented this management system see significant improvement in a number of areas. Specifi-cally, they’ve realized as high as 50% average improvement in patient access, cost reduction, patient throughput, waits and delays, defect reduction, safety and clinical outcomes.

EMPLOYEES AND PHYSICIANSStaff and physician engagement as well as sat-

isfaction also increases as team members find pur-pose in their work and gain a deeper understanding of the value they provide. Lean organizations have dramatically improved employee retention, almost eliminated unwanted turnover and the associated costs, and helped reduce physician burnout.

HOSPITAL OUTCOMESThe following are examples of successful lean

health care system implementations. Between 2012 and 2014, a hospital in

Northern California applied lean management strategies and showed strong improvement in a number of areas.

• 50% improvement in inpatient length of stay, which dropped by an average of 1.75 days

• 11% drop in readmission rates • 50% growth in transfer volume• 50% reduction in hospital-acquired pres-

sure ulcers• 30–50% improvement in turnaround times

for ancillary servicesAnother hospital in Central California also

experienced promising results after implement-ing lean practices in its trauma center and emer-gency department between 2015 and 2017.

• Left-without-being-seen rates dropped from 15% to less than 1%

• Reduction in door-to-provider time, which

dropped from over 45 minutes to under nine • 35% improvement in employee retention • 1:4 return on investment in lean practices• $600,000 annual reduction in surgical

center expenses

NEXT STEPSA shift to the lean management paradigm

in health care makes it possible to improve key areas, such as quality and safety as well as customer and staff satisfaction—without adding resources and while reducing costs. To get start-ed, contact your Moss Adams professional.

Jonathan Felton, MHA, Director, Health Care Consulting, is a member of Rona Consulting Group, the lean consulting practice of Moss Adams. He’s a lean-certified health care executive with a consistent focus on leadership and cultural development. He understands the challenges of leading transformation in large, complex health care environments and possesses significant experience in hospital and health care operations, physician services and program development, and strategic planning and deployment. He can be reached at jon.felton@mossadams.com or (206) 302-6894.

How Lean Management Is Transforming Healthcare

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