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Session Agenda

​​This course runs twice-weekly from October 20  November 12, 2020. The d​etailed agenda can be found here.​ Teams are encouraged to complete pre-work prior to the start of the course, including a hospital flow self-assessment and a storyboard template. Participants will also be asked to view two, 60-minute recorded case studies and be prepared for a discussion during sessions 3 and 8. During the live, 4-hour sessions, expert faculty review course content, answer questions, and encourage engaging discussion. At the end of each live session, faculty will provide guidance on teamwork.

Course Schedule


WebEx Orientation Session​
(Optional session t​o walk through the capabilities of WebEx.)
  • ​Option 1: September 22, 2020, 2:00 PM – 3:00 PM ET
  • Option 2: September 24, 2020, 11:00 AM – 12:00 PM ET​
Q&A Session: Hospital Flow Self-Assessment and Storyboard Assignment 
(Optional session to discuss the hospital flow self-assessment, storyboard assignment, and answer any questions you may have about the upcoming course.)
  • ​September 29, 2020, 2:00 PM – 3:30 PM ET​
 Week 1 Live Sessions
  • ​October 20, 2020, 11:00AM 3:00 PM ET
  • October 22, 2020, 11:00AM – 3:00 PM ET
Week 2 Live Sessions
  • ​​October 27, 2020, 11:00AM – 3:00 PM ET
  • October 29, 2020, 11:00AM – 3:00 PM ET
Week 3 Live Sessions
  • ​November 3, 2020, 11:00AM – 3:00 PM ET
  • November 5, 2020, 11:00AM – 3:00 PM ET
Week 4 Live Sessions
  • ​November 10, 2020, 11:00AM – 3:00 PM ET
  • November 12, 2020, 11:00AM – 3:00 PM ET



High-Level Agenda

Below is the high-level agenda for the fall virtual course. Please note the agenda is subject to change. 

Week One: Session One

  • Welcome, Overview of IHI, and Introductions
  • Looking at Flow as a System
  • Strategies to Achieve System-Wide Hospital Flow
  • Storyboard Rounds: "Bright Spots" and Major Challenges
  • Guidance for Teams and Plans for Next Session

 

Week One: Session Two

  • Reflections on Session One and Plans for Session Two
  • Redesign the System: Integrating Lean Thinking with Flow Improvement
  • Redesign the System: Improving ED Efficiencies and Patient Flow (Kaiser South Sacramento)
  • Redesign the System: Improving ICU Efficiencies and Patient Flow (Breakout 1)
  • Redesign the System: Improving Med/Surg Efficiencies and Patient Flow (Breakout 2)

 

Week Two: Session Three

  • Reflections on Session Two and Plans for Session Three
  • Case Study: Memorial Hermann
  • Redesign the System: Using Quality Improvement to Optimize Discharge Efficiency (Cincinnati Children's Hospital Medical Center)
  • Redesign the System: Case Management and Population Health Strategies (Breakout 1)
  • Redesign the System: Short Stay Unites and Observation Status Patients (Breakout 2)
  • Guidance for Teams and Plans for Next Session

 

Week Two: Session Four

  • Reflections on Session Three and Plans for Session Four
  • Matching Capacity and Demand: Forecasting Demand, Simulations, and Inventories
  • Matching Capacity and Demand: Managing Spectrum of Demand
  • Matching Capacity and Demand: Strategies to Optimize Nurse Staffing to Meet Patient Demand
  • Guidance for Teams and Plans for Next Session

 

Week Three: Session Five

  • Reflections on Session Four and Plans for Session Five
  • Storyboard Rounds: "Bright Spots" and Major Challenges
  • Matching Capacity and Demand: Using Advanced Analytics
  • Shaping Demand: Managing Elective OR Schedules and Predicting Downstream Demand
  • Guidance for Teams and Plans for Next Session

 

Week Three: Session Six

  • Reflections on Session Five and Plans for Session Six
  • Shaping and Reducing Demand: Value-added Strategies
  • Shaping Demand: Systems of Care for Those with Complex Health and Social Needs (Breakout 1)
  • Shaping Demand: Reducing Readmissions (The University of California, San Francisco) (Breakout 2)
  • Shaping and Reducing Demand: An ACOs Success in Reducing Emergency Department Visits and Hospital Admissions (Breakout 1)
  • Shaping Demand: Advanced Illness Planning (Beth Israel Deaconess Medical Center) (Breakout 2)
  • Guidance for Teams and Plans for Next Session

 ​

Week Four: Session Seven

  • Reflections on Session Six and Plans for Session Seven
  • Creating Value in Health Care: Innovation, Exnovation, and Undiffusion
  • Shaping Demand: Reduce Unnecessary Bed Days After Patients Meet Clinical-Readiness Criteria (Breakout 1)
  • Shaping and Reducing Demand: Reducing Low-Acuity Emergency Department Visits (Breakout 2)
  • Open Space for Participant Initiated Discussion
  • Guidance for Teams and Plans for Next Session

 

Week Four: Session Eight

  • Reflections on Session Seven and Plans for Session Eight
  • Case Study: Cincinnati Children's Hospital Medical Center
  • Utilization of Hospital-wide Metrics to Guide Learning within and across Projects to Achieve Results
  • Putting It All Together: Strategies to Achieve System-wide Results