Board of Directors
Catalysis is led by an independent board of high-profile leaders from around the world who are focused on value in healthcare. This board is responsible for organizational governance.
Kathryn Correia’s work using Lean methodology has successfully transformed health delivery models, with a goal to deliver the best patient-centered and compassionate care. She is an expert in developing and transforming healthcare systems to create greater value for customers and communities. With more than ten years’ experience teaching and leading Lean, Kathryn understands that taking on transformational change doesn’t happen by maintaining the status quo.
Correia was selected as President and CEO for HealthEast in 2012. An advocate for community health and well-being, she embraced the opportunity to help create a vision that would inspire the organization to see the future of health care through a new lens, thus was born “Optimal health and well-being for our patients, our communities and ourselves.” The HealthEast Vision serves to engage and motivate employees, physicians and communities alike.
An Ohio native, Correia received her undergraduate degree from Denison University in Granville, Ohio, and her Master’s degree in Health Administration from Ohio State University. She previously served as president of Appleton Medical Center and Theda Clark Medical Center, and senior vice president of ThedaCare.
While at ThedaCare, she formed ThedaCare Physicians and served as that medical group’s executive leader. Prior to joining ThedaCare, Correia was vice president for ambulatory care centers and administrative director for clinic operations at Geisinger Health System in Danville, Pennsylvania.
Her work using The Toyota Production System and other lean principles to transform health delivery models has been featured in several national publications including, Health Affairs. While at ThedaCare, Kathryn’s work was published in Using a Positive Lens to Explore Social Change and Organizations, by Karen Golden-Biddle and Jane E. Dutton.
Correia serves on the Catalysis Board of Directors and sits on the Leadership Council for the Center for Lean Healthcare Research (Ohio State University/Fisher College of Business).
Correia is also has board member roles with the Minnesota Hospital Association Board member and the YMCA Greater Twin Cities.
Orest (Orry) J. Fiume
Orest (Orry) J. Fiume was Vice President of Finance and Administration and a Director of The Wiremold Company, West Hartford, CT, which gained international recognition as a leader in lean business management in “Lean Thinking,” by James P. Womack and Daniel T. Jones. Fiume was Wiremold’s chief financial officer from 1978 until his retirement in 2002.
Fiume led Wiremold’s conversion to lean accounting in 1991 and developed alternate management accounting systems that supported the company’s entire lean business efforts. He went on to install lean accounting at more than 20 Wiremold acquisitions. Fiume has studied lean production in both the U.S. and Japan and has been a guest speaker at numerous conferences around the world. In addition, he has taught workshops on management accounting in a lean business at the Lean Enterprise Institute, the TBM Institute, the University of Dayton Center for Competitive Change, MEP’s in many states, and numerous companies in North and South America, Europe and Asia.
He also has given workshops on Lean Leadership to senior executives at many companies. Orry is co-author of the 2004 Shingo Prize winning book “Real Numbers: Management Accounting in a Lean Organization.” and of “The Lean Strategy”. He was also inducted as a Life Member of the Shingo Prize Academy, which has been referred to by Business Week as the Nobel Prize in manufacturing.
Fiume has a Master’s Degree in Management from Rensselaer Polytechnic Institute and a Bachelor’s Degree in Accounting from Fairfield University. He is a Certified Public Accountant, and a member of the American Institute of Certified Public Accountants. He is also a member of Financial Executives International, where he is a past president of the Connecticut Valley Chapter. Orry has served on, but is now retired from, the Board of Directors of The Lean Enterprise Institute, the leader in Lean Thinking and Lean Education, a manufacturing company, a private equity firm and a Washington, DC theater company.
Mark Hallett, MD, MBOE, FAAFP is chief medical officer for the PeaceHealth system in Vancouver, Washington. His current responsibilities include leadership for PeaceHealth’s lean transformation office, as well as physician leadership, and safety, quality, and service excellence for the system.
Dr. Hallett formerly served in multiple leadership roles over 25 years with ThedaCare in Appleton, Wisconsin, including chief operating officer for ThedaCare’s two regional medical centers, chief clinical officer, and primary care group and specialty service line leadership. He combines this with 20 years of primary care and specialty practice experience and has maintained his board certification in Family Medicine. He earned a Master of Business Operational Excellence for Healthcare from the Fisher College of Business at the Ohio State University. His experience and passion for translating Toyota Production System thinking to improve patient care has led to multiple conference and medical group presentations.
George Koenigsaecker is a principal investor in several lean enterprises. In addition to the Center, Koenigsaecker is a Board Member of the Shingo Prize, the international award for “lean enterprises,” The Association of Manufacturing Excellence, Ariens Outdoor Power Equipment, Baird Capital Partners, Watlow Electric Corporation and Xaloy Incorporated. He also serves at the executive vice president and a board member at Simpler Consulting.
From 1992 until 1999, Koenigsaecker led the lean conversion of the HON Company, a $1.5 billion office furniture manufacturer. Under his leadership, the organization’s volume tripled and it was named by Industry Week Magazine as one of the “World’s Best Managed Companies.”
Prior to 1992, Koenigsaecker served as President of the Jacob’s Vehicle Equipment Company and Group President of the Tool Group with Danaher Corporation. Koenigsaecker’s lean conversion at Danaher is featured in the book “Lean Thinking” by Jim Womack and Dan Jones. In addition, Koenigsaecker has held senior management positions in finance, marketing and operations with Rockwell International and Deere & Company. He is a graduate of the Harvard Business School.
Michael is Chairman of TLSG, Inc. an investment advisory and consulting firm....
Michael is Chairman of TLSG, Inc. an investment advisory and consulting firm.
He has spent his career in the health care industry, developing health care data, information and insurance services companies. He was the founder of The Sachs Group, bSwift and Sg2, all of which were purchased by leading corporations between 1999 and 2014. He is actively working with health care start-ups and early stage companies in a number of industries.
He began his health care career as a paramedic, served as an administrator at Hurley Medical Center in Flint, Michigan, and was a consultant at A.T. Kearney and Ernst and Whinney in Chicago.
Michael earned a B.A. in science and an M.S.P.H. in health management from the University of Missouri, Columbia. He is active with a number of community organizations across the US. He serves on numerous Boards of Directors of private companies and is a member of the Board of Directors of the Ounce of Prevention and Ravinia Festival in Chicago and the Parkland Hospital Center for Clinical Innovation in Dallas, Texas.
He is a member of the Economic Club of Chicago, YPO Gold and CEO (Chief Executives Organization). He has adult children that reside in Chicago, Illinois and Boulder, Colorado. He and his wife live in Palm Beach Florida, Winnetka, Illinois and Bel Air, California.
John Shook is recognized as a true sensei who enthusiastically shares his knowledge and insights within the Lean Community and with those who have not yet made the lean leap.
Shook learned about lean management while working for Toyota for nearly 11 years in Japan and the U.S., helping it transfer production, engineering, and management systems from Japan to NUMMI and subsequently to other operations around the world. While at Toyota’s headquarters, he became the company’s first American kacho (manager) in Japan.
In the U.S., Shook joined Toyota’s North American engineering, research and development center in Ann Arbor, MI, as general manager of administration and planning. His last position with Toyota was as senior American manager with the Toyota Supplier Support Center in Lexington, KY, assisting North American companies implement the Toyota Production System. As co-author of Learning to See, Shook helped introduce the world to value-stream mapping. John also co-authored Kaizen Express, a bi-lingual manual of the essential concepts and tools of the Toyota Production System. In his latest book, Managing to Learn, he describes the A3 management process at the heart of lean management and leadership.
Shook is an industrial anthropologist with a bachelor’s degree from the University of Tennessee, a master’s degree from the University of Hawaii, and is a graduate of the Japan-America Institute of Management Science. He is the former director of the University of Michigan, Japan Technological Management Program, and faculty of the university’s Department of Industrial and Operations Engineering.
He is the author of “Toyota’s Secret: The A3 Report”; Sloan Management Review, July 2010; “How to Change a Culture: Lessons from NUMMI”; Sloan Management Review, January 2010. Shook is a sought-after conference keynoter who has been interviewed on lean management by National Public Radio, Bloomberg News, The Wall Street Journal, and numerous trade publications.
Stephen Shortell, Ph.D., M.P.H., MBA
Stephen M. Shortell, Ph.D., M.P.H, MBA is the Blue Cross of California Distinguished Professor of Health Policy and Management Emeritus, Dean Emeritus, and Professor of the Graduate School at the School of Public Health and Haas School of Business at University of California-Berkeley where he also co-leads the Center for Healthcare Organizational and Innovation Research (CHOIR) and the Center for Lean Engagement and Research (CLEAR) in healthcare.
The author or co-author of over 350 peer-reviewed articles and 10 books Dr. Shortell and his colleagues have received numerous awards for their research examining the formation and performance of integrated delivery systems; the organizational factors associated with quality and outcomes of care; and the factors associated with the adoption of evidence-based processes for treating patients with chronic illness. He is currently conducting research on patient engagement and the performance of Accountable Care Organizations (ACOs) and on Lean applications in healthcare He is an elected member of the National Academy of Medicine and a recent recipient of the AHA/HRET TRUST Visionary Leadership Award.
Ken Snyder is the executive director of the Shingo Institute. Mr. Snyder has served as a member of the Shingo Executive Advisory Board since 2009, as a Shingo Examiner since 2010, and as Shingo advisory board chairman since 2013. He became executive director in 2015. Mr. Snyder developed an interest in Japanese business practices while living in Japan during the time he was a student. His interest led him to major in Japanese history and then to pursue an MBA for the purpose of working with a Japanese business. Inspired by the work of Professors Mike Yoshino and William Ouchi, Mr. Snyder wrote his master’s thesis on “Applying Japanese Business Practices in American Companies.” Mr. Snyder earned an MBA from Harvard Business School in 1980 with an emphasis in international business.
Immediately after graduation, Mr. Snyder joined a Japanese electronics manufacturing company, Susumu Kogyo K.K., and helped lead the establishment of its U.S. affiliate company. As plant manager, and later president of that company, he led the company through the implementation of TQC, QC Circles, and later, JIT and kanban initiatives. After ten+ years with the Japanese company, Mr. Snyder led the startup of Progressive Impressions International (PII) in Bloomington, Illinois. There he created a “Lean accounting” system before the term even existed, and he led the growth of PII from pre-revenue to over $25 million in annual revenues. Before joining the Huntsman School, Mr. Snyder was president of Marketing Communication Inc., an operating division of Taylor Corporation. After 30 years in industry, Mr. Snyder joined the faculty of the Jon M. Huntsman School of Business in 2008.
Jeffrey E. Thompson, MD
Jeffrey E. Thompson, MD, is chief executive officer and chairman of the boards of Gundersen Lutheran Health System, and a practicing pediatric intensivist and neonatologist. He is a founding member and past board chair of the Wisconsin Collaborative for Healthcare Quality. Presently, he is chairman of the board of the La Crosse Medical Health Science Consortium.
Since completing his professional training in 1984, Dr. Thompson has worked full time solely at Gundersen Clinic and Lutheran Hospital – La Crosse (now Gundersen Lutheran). From 1992 to 1996, he served on the former Board of Directors of Gundersen Clinic and played a key role in the negotiations and governance design that led up to the merger between Gundersen Clinic and Lutheran Health System. Since 1996, Dr. Thompson has been a member of the Board of Governors, and a member of the Board of Trustees. He served as executive vice president from 1995 to 2001. From 2001 to present he has served as chief executive officer.
Dr. Thompson is board certified in Pediatric Critical Care, Neonatal and Perinatal Medicine, and Pediatrics. He finished his Neonatal fellowship at Upstate Medical Center in Syracuse, N.Y., in 1984. He was a Pediatric resident, and then Chief resident from 1979 to 1982 at the same institution. He completed his Pediatric internship at the University of California-Davis from 1978 to 1979. Dr. Thompson graduated in 1978 from the University of Wisconsin-Madison Medical School. He is a member of the American Academy of Pediatrics as well as their subsections in Neonatal and Critical Care Medicine and is a member of American College of Physician Executives. Dr. Thompson has authored a number of articles, book chapters and abstracts on many healthcare topics.
John is one of the foremost figures in the adoption of lean principles in healthcare. Under his leadership, Catalysis has launched peer-to-peer learning networks, developed in-depth workshops, and created many products – including books, DVDs and webinars. Catalysis sponsors the Lean Healthcare Transformation Summit each year – both in the U.S. and in Europe. The Catalysis team has built C-suite coaching capability and partners with many organizations throughout the world advancing the idea of healthcare value through delivery redesign using lean, transparency of healthcare performance data, and payment reform.
He was the founding chair of the Wisconsin Collaborative for Healthcare Quality and of the Wisconsin Health Information Organization, as well as the non-executive leader of the Partnership for Healthcare Payment Reform in Wisconsin. He has participated in many Institute of Medicine subcommittees and has directly worked with CMS leaders to broaden their understanding of lean for government.
Dr. Toussaint’s healthcare improvement work using Toyota Production System principles has been well documented in articles published in Mayo Clinic Proceedings, Health Affairs, The Journal of Patient Safety, The Journal of Healthcare Management, Healthcare: The Journal of Delivery Science and Innovation, Harvard Business Review and Frontiers in Health Services Management. His work on payment reform and the transparency of provider performance data has been featured in The American Journal of Managed Care, The Journal of the American Medical Association, Health Affairs, and the Commonwealth Fund publications. News publications such as TIME, The Wall Street Journal, the CNBC Blog, The Milwaukee Journal Sentinel and Healthcare Finance News have featured articles about Dr. Toussaint’s work.
Dr. Toussaint has been recognized for his work in transforming healthcare by organizations such as The Business Healthcare Group of Wisconsin, which awarded him the “Driving Meaningful Change” award in 2014, The Association of Manufacturing Excellence (AME), which inducted him into its 2012 Hall of Fame, and the Jon M. Huntsman School of Business at Utah State University, which hosts the Shingo Prize for Operational Excellence. Dr. Toussaint was named a lifetime member of the Shingo Academy in 2011. Wisconsin Governor Jim Doyle also honored Dr. Toussaint with a Certificate of Commendation for Innovation from the State of Wisconsin in 2005.
He has been a featured speaker at the Association for Manufacturing Excellence, The Agency for Healthcare Research and Quality, the Center for Medicare and Medicaid Services, The Shingo Prize, The Lean Enterprise Institute, the Institute for Healthcare Improvement and many international conferences. He also presents regularly to legislators, Medicare leaders and government staff on the topic of healthcare value.
Dr. Toussaint has written three books all of which have received the prestigious Shingo Research and Publication Award. His groundbreaking first book, On the Mend: Revolutionizing Healthcare to Save Lives and Transform the Industry reveals how healthcare can be fundamentally improved at the point of delivery using the proven principles of lean management. His second book, Potent Medicine: The Collaborative Cure for Healthcare, describes the three core elements necessary to transform healthcare and deliver better value; delivery of care designed around the patient; transparency of treatment quality and cost; and payment for outcomes. His third book, Management on the Mend: The Executive Guide to System Transformation is a study of eleven organizations and the successful attempts to apply lean principles in healthcare. Dr. Toussaint is also the winner of ACHE’s 2014 Dean Conley Award for his article “A Management, Leadership and Board Road Map to Transforming Care for Patients,” published in the Spring 2013 issue of Frontiers of Health Services Management.
Peter Ward is Professor of Operations Management and holds the Richard M. Ross Chair in Management at Ohio State University’s Fisher College of Business. Peter participates frequently in executive education programs including developing several successful certificate programs in lean management. He is the founder of the Lean Education Academic Network (LEAN), a global community of university educators dedicated to teaching systems thinking in universities. Peter is founding director of Fisher’s Master of Business Operational Excellence (MBOE) program, an innovative degree program aimed at mid-career professionals involved in transforming their organizations through operational excellence.
Peter is Academic Director of the Center for Operational Excellence at Ohio State, a consortium of forty organizations dedicated to excellence and thought leadership in operations. He has served as a member of the advisory board of Ford Motor Company’s Lean Resource Center and as a judge for Industry Week’s America’s Best Plants Program. Peter has served as a consultant to a number of leading corporations. He currently serves on the boards of the Lean Enterprise Institute (LEI) and the Center for Lean Engagement and Research in Healthcare, and Catalysis. Within Ohio State, Peter has served as chair of the Department of Management Sciences (12 years) and, more recently, Senior Associate Dean (4 years).
Dr. Ward’s research has resulted in numerous articles which have appeared in leading operations management journals and he has been recognized with a number of awards including the 2007 distinguished operations management scholar from the Academy of Management, Shingo Prize for research, and Fisher College’s Pacesetter Research award, and the Bostic-Georges Pacesetter Award for Service. He is a fellow of the Decision Sciences Institute. His research focuses on gaining competitive advantage through operations.
Lisa Yerian, MD
Lisa Yerian, MD is Medical Director of Continuous Improvement and a Gastrointestinal and Hepatobiliary Pathologist at the Cleveland Clinic. She received a BS from the University of Notre Dame in 1996 and completed her medical degree, residency training in Anatomic Pathology and a fellowship in gastrointestinal and liver pathology at the University of Chicago-Pritzker School of Medicine. She joined the Cleveland Clinic in 2004 where she has held several pathology and enterprise leadership positions. In 2010 Dr. Yerian accepted the newly-created role of Medical Director of Continuous Improvement and now leads a team of continuous improvement professionals engaged in building a culture of continuous improvement across the Cleveland Clinic Health System. Under her leadership the Cleveland Clinic Improvement Model (CCIM, www.clevelandclinic.org/improve), was developed, tested and refined as a roadmap for the entire organization to pursue a culture of continuous improvement.
Dr. Yerian has authored over 150 manuscripts, articles and book chapters in the fields of pathology and continuous improvement. Her efforts have been recognized in multiple awards including the Association of American Medical Colleges Clinical Care Innovation Challenge Award (2016), and the Smart Culture Conference Buffalo Award (2018). She is an active member of the Catalysis (formerly Healthcare Value Network) Advisory Board and speaks both nationally and internationally on pathology and on the pursuit of continuous improvement in healthcare.