Catalysis learning experiences are led by a diverse group of faculty, all who have extensive experience in continuous improvement. Our faculty includes healthcare leaders, lean experts, and published authors.
FacultyArea of focus: A3 Thinking and Coaching for Improvement
Katie Anderson is a leadership coach and consultant focused on helping leaders develop new skills for leading in a lean environment. She has supported change initiatives at more than a dozen healthcare organizations during her career. Katie held senior lean leadership roles at Stanford Children’s Hospital and the Palo Alto Medical Foundation (Sutter Health) before starting her own consulting practice in 2013.
Katie is currently a faculty member of Catalysis, the Lean Enterprise Institute, and Temple University’s Tokyo Campus. She is a coach for the Fisher School of Business MBOE program and is member of the Quality and Patient Experience Board Committee at a Silicon Valley hospital. She has been an invited speaker at multiple international lean conferences and has authored publications on Lean, healthcare quality and health policy. She has written about leadership, lean, and her experiences living in Japan in 2015-2016 on her blog: www.kbjanderson.com.
Katie holds a Bachelor of Arts degree in Human Biology with honors from Stanford University and a Masters of Philosophy in Public Health (MPhil) from the University of Sydney (Australia).
FacultyArea of focus: Transformational Journey
Joanne Bicknell, CSM
Joanne is a senior consultant at ToDoBe LLC. She has led lean transformations at a variety of organizations in the healthcare industry including health plans, hospitals, accountable care organizations and healthcare tech companies. In her most recent role Joanne focused on the lean “Voice of the Customer,” building systems to connect customer voice to corporate strategy that was scaled throughout the organization.
Previously, Joanne initiated corporate lean programs that included the use of lean management systems to enable deployment of corporate strategy. She also implemented a lean improvement system that resulted in thousands of improvements initiated and implemented by front-line employees. Joanne’s focus is on creating systems to enable daily work improvement and long term cultural change. She is a certified SCRUM (software development methodology) master and has a degree in Computer Information Systems and Organizational Development from Regis University, Denver, Colorado.
FacultyArea of focus: Kata
Bill Boyd is a healthcare leader with more than ten years of experience with lean. He has utilized this knowledge in numerous initiatives across his tenure at ThedaCare. He has worked as one of ThedaCare’s initial facilitators, managed departments (laboratory and Ortho/Cardiac nursing), and led service lines (like Oncology) to product development. He has shown results in all of these areas by applying different lean tools and techniques. Bill is currently the Director of Perioperative Services at ThedaCare, focusing on implementation of daily improvement techniques to drive performance and engagement. He holds a Masters in Public Administration, has his Lean Bronze Certification, and has coached and taught in numerous settings.
Bill’s goals are to balance work aspirations and optimizing family life. In both arenas, he strives to build his team’s confidence and be transparent (with expectations and feedback) – as he believes these are the keys to success.
FacultyArea of focus: The Building Blocks of Enterprise Excellence
Max Brown is a speaker, leadership coach and author. As a partner at the Institute for Enterprise Excellence (IEX), and an advisor to the Shingo Institute at Utah State University, Max works with leading organizations to create purpose driven workplaces.
Over the past twenty years, Max has made nearly three thousand presentations and met with leaders in locations all around the world. He’s taken clients rappelling off the Great Wall of China, facilitated at the Parliament of World Religions Conference in Spain, and spoken in hundreds of cities including Athens, Bangalore, Beijing, Dublin, Hong Kong, The Hague, Mumbai, Paris, New York, Shanghai, Singapore, Toronto, Vancouver, and Sydney . . . Nebraska.
Max regularly presents at one of GE’s highest-rated leadership programs sharing insights from his book, “Leadership Vertigo: Why Even the Best Leaders Go Off Course and How They Can Get Back On Track.” He is a recommended “all-star” keynote speaker from the International Association of Business Communicators and his keynotes consistently receive rave reviews from clients like: 3M, American Express, Southwest Airlines, The Nature Conservancy, HSBC and The Canadian Federal Government.
He has a certificate in Leadership Coaching from Georgetown University, a master’s degree in Organizational Learning from George Mason University, and graduated magna cum laude from Brigham Young University. He also speaks Mandarin Chinese after seven years of living in Taipei and Shanghai.
FacultyArea of focus: Finance
Mike De Luca
Mike De Luca works with companies to evolve strategy and achieve outcomes by improving processes and developing the teams that support them.
Mike’s 25 years of experience include over 15 years of leadership experience in the corporate environment and over 13 years of experience bringing Lean principles to life in department and organizational processes and culture. Prior to starting his consulting practice, Mike served as Executive Director of Finance at Group Health Cooperative in Seattle, where he led the Lean transformation of his own department, evolved the role of Finance to meet the changing needs of a Lean organization, and co-led the Lean transformation of the budgeting process across the enterprise.
In his consulting practice, Mike has worked with companies on lean strategic planning and deployment, value stream mapping and improvement, and cross-functional process improvement in finance and operational areas such as revenue cycle, supply chain and clinical care delivery. In partnership with clients, he has developed driver-based forecasting models and continuous adaptive financial planning processes, taught and coached daily improvement methods, root cause analysis, and visual management.
Mike is a featured speaker at conferences including the Lean Accounting Summit, Lean Healthcare Transformation Summit, and conferences of the Beyond Budgeting Round Table (North America), where he serves as the Healthcare Program Director. Mike has a Master of Science in Finance degree from Seattle University, is a Fellow of the Healthcare Financial Management Association (HFMA) and holds the Certified Healthcare Financial Professional (CHFP) designation.
FacultyArea of focus: Transformation Journey
Jennifer is president of ToDoBe, LLC, where she consults with executives to develop and operationalize new business strategies that improve organizational and financial health. She has worked with organizations of all sizes to create sustainable, scalable processes and systems. ToDoBe clients drive toward the results they need (their to do’s) while becoming an organization engaged in continuous improvement focused on the right behaviors for long term organizational health (their to be’s).
Jennifer has assisted numerous organizations in the healthcare industry with lean implementations. She has extensive experience developing and implementing systemic change across the healthcare continuum. Jennifer has also created and implemented alternate care models including the design of numerous models of care and tests of change across patient populations and visit types. She received her Bachelor of Arts degree in philosophy from Smith College, and earned a Master of Arts in psychology from Antioch University.
FacultyArea of focus: Designing the Plan to Engage Physicians in the Lean Transformation
Montgomery Elmer, MD
Dr. Elmer has been practicing family medicine for 25 years, the last 20 with ThedaCare, a cradle to grave health system in northeast Wisconsin. Dr. Elmer graduated from the University of Iowa College of Medicine 1986 and completed his residency program with the University of Wisconsin Family Medicine program in 1989. During his tenure at ThedaCare, Dr. Elmer served on the Board of Directors from 1994-2003 and has been Chairperson of the Physician Compensation Committee for ThedaCare Primary Care Physicians since 1994.
In addition, Dr. Elmer was the physician leader in the implementation of the model cell for a new delivery model for physician practice at Thedacare, including Epic system outpatient development and implementation, open access practices, and adoption of lean practices.
Dr. Elmer also serves in the community as Kimberly Area School District Board member and president (since 2008), where he has introduced lean concepts. He was also the recipient of the Wisconsin Family Physician of the Year in 1998.
FacultyArea of focus: Creating a Lean Management System
Patsy is a registered nurse with 25 years of clinical experience with an emphasis on quality and chronic disease management. She has a Bachelors Degree in Nursing and Management and is a certified asthma educator. Patsy also holds a Lean Bronze Certification from the SME/AME.
In 2005 Patsy became a lean facilitator for the ThedaCare Improvement System (TIS) and served as the lead facilitator for the Cancer Services Value Stream. She was instrumental in developing the improvement system’s training programs, and has served as faculty for the TIS internship for hospital managers and supervisors. She has also served as a coach and mentor for numerous ThedaCare operational leaders.
In her most recent role as a Director of Operations, Patsy supported Appleton Medical Center, ThedaClark Medical Center, and the Transitions of Care Division of ThedaCare in creating spread models and teams to accomplish rapid cycle improvement. She held an integral role in the development of ThedaCare’s lean management system and now serves as a lead in the management system training.
Her current focus is teaching our Creating a Lean Management System program.
FacultyArea of focus: Management System
Karen Flom currently serves on the Organizational Excellence team for ThedaCare. As an Improvement Consultant, she is responsible for coaching ThedaCare Leaders in lean principles and methodologies. In her role, she additionally supports leaders with team development and serves as a facilitator for Covey’s 7 Habits, 5 Choices, and Speed of Trust programs. Previously, she worked for nine years as manager for the radiation oncology clinic and cancer services team within ThedaCare’s Oncology program, leading operations through value stream transformation to a system of daily continuous improvement, focused on patient satisfaction, productivity, quality, and engagement.
As an operational leader, she was privileged to serve on the steering team and pilot the initial development of ThedaCare’s lean management system created to support leaders to better understand their business, develop strong collaborative teams, and create visual management to see and improve performance.
Karen also spent two years as an improvement facilitator within ThedaCare, supporting system service initiatives as well as operational units within the hospital division. She holds a Bachelor of Arts degree in psychology from Lawrence University.
FacultyArea of focus: Creating a Lean Management System
Jen currently serves as the Business Unit Manager for the Emergency Department at Theda Clark Medical Center. Prior, Jen served as the Business Unit Manager for Theda Birth Center, which was the pilot unit for the developing management system.
Jen is a Registered Nurse and has been with ThedaCare since 1997. She holds a bachelor of science degree in nursing and enjoys teaching the Business Performance System to others.
Jen and her husband Craig have three children and reside in Neenah, Wisconsin.
FacultyArea of focus: Lean Fundamentals for Healthcare Leaders
Mark Graban is author of the Shingo-Award winning book “Lean Hospitals: Improving Quality, Patient Safety, and Employee Engagement.” Mark is also co-author, with Joe Swartz, of “Healthcare Kaizen: Engaging Front-Line Staff in Sustainable Continuous Improvements” (also a Shingo recipient) and “The Executive Guide to Healthcare Kaizen.”
He serves as a consultant to healthcare organizations through his company, Constancy, Inc. and is also a senior advisor to the technology company KaiNexus.
Mark has a B.S. in Industrial Engineering from Northwestern University and an M.S. in Mechanical Engineering and an M.B.A. from the Massachusetts Institute of Technology’s Leaders for Global Operations Program. Mark and his wife live in Texas.
FacultyArea of focus: A3 Thinking and Coaching for Improvement
Margie is an organizational effectiveness and lean transformation professional. For over thirty years, she has helped executives and senior leaders realize their changing roles and responsibilities, and has supported them in developing appropriate behaviors and skills for leading in a complex environment.
For eighteen years, Margie worked as a global internal consultant for Ford Motor Company at all levels within the organization – from team leaders to the COO – in Product Development, Design and Manufacturing. The past thirteen years, Margie has worked in a variety of leading service and manufacturing industries, including healthcare, K-12 education, distribution, food service, transportation/mobility, and retail. Her work has included university programs in areas of leadership development, lean thinking, and organizational learning. Margie’s ongoing community work focuses on issues of hunger relief and land conservation.
Clients invariably learn to appreciate Margie’s ability to quickly assess leadership qualities, identify issues of misalignment among management, and recognize disconnects between official policy and actual behaviors. She embodies the belief that it is the effective blend of both the social and technical elements in complex systems that determine the sustainable effectiveness of any transformational efforts.
Margie holds a Bachelor of Science Degree from Butler University, Indiana (USA), and a Master of Science Degree from Indiana University (USA). She was also chair of the Board of Directors (and 22-year volunteer) for Food Gatherers, Washtenaw County, MI Hunger Relief.
FacultyArea of focus: Executive Coaching
Pam Helander has spent three decades in healthcare in the roles of bedside nurse, quality team member and leader, executive in hospital operations and system quality, and lean expert. She has worked as a coach/mentor of lean processes as well as the leader of a Value stream, transforming care and developing people. Her work life has been at ThedaCare, an integrated health system in Wisconsin. She has also served on statewide task forces and local community forums (i.e. Rotary, Leadership Fox Cities, WNA Interprofessional Education).
She is a registered nurse (BSN) with a Masters in Organizational Leadership and Quality and has recently started working on her Doctorate in Nursing Practice. Pam’s passion is for coaching others and seeing them grow as they understand how they can make a difference and see positive outcomes from their efforts.
FacultyArea of focus: Redefining the Role of Leadership
Karl Hoover has been leading change in healthcare for over 36 years. He brings extensive experience and success to his executive coaching and consulting with expertise in developing lean leaders, strategy development and deployment, and organizational transformation through the implementation of lean-based management systems.
For several years, Karl served as the Executive Director, Enterprise Quality & Operational Excellence for Group Health Cooperative in Seattle, WA, working directly with the CEO and executive leadership team in creating, implementing, and leading the lean management system across the corporation.
Managing his own coaching and consulting firm since 2011, Karl’s areas of focus include executive coaching and development, lean management system design and implementation, and training/facilitation focused on strategy deployment, active daily management and value streams. Previous clients include Lucille Packard Children’s Hospital, Kaiser Permanente, Bill & Melinda Gates Foundation, University of Iowa Healthcare, and Stanford Hospital and Clinics.
Karl is a faculty member of Catalysis and has been teaching workshops in lean leadership since 2013 as well as co-facilitating the semi-annual Catalysis CEO Forums.
Karl holds a Bachelor of Science in Psychology and a Master’s in Audiology, both from Washington State University.
FacultyArea of focus: Leader Standard Work
Mike is Executive Director for the Center for Quality People & Organizations (CQPO). Mike Hoseus brings both manufacturing operations and specialization in Human Resource experience to CQPO. CQPO is an organization developed in 1999 as a vision of Toyota Motor Manufacturing to share Lean Quality philosophy and human resource practices with education, business, and community organizations. CQPO current projects with Toyota include New Hire selection and training process, Team Leader and Group Leader post promotion training, Quality Circle Leader and Manager training, and Global Problem Solving for all levels. Mike is co-author with Dr. Jeffery Liker (Author of the Toyota Way) of Toyota Culture. Mike is an adjunct professor with the University of Kentucky’s Center for Manufacturing, the University of Dayton’s Center for Competitive Change and a member of the faculty of Lean Enterprise Institute.
Prior to CQPO, Mike was a corporate leader for 13 years at Toyota Motor Manufacturing’s Georgetown, Kentucky, plant both in Human Resources and Manufacturing. As Assistant General Manager in Human Resources, his responsibilities included personnel, safety, HR development, employee relations, benefits, training, and manufacturing/human resource teams for a plant of 8000 team members. His major initiative was development of the enhanced relationship between Human Resource and Manufacturing. Mike’s operational responsibilities in manufacturing started in 1987 as a front line supervisor in vehicle assembly. This included all aspects of safety, quality, productivity, cost and morale for operations. With experience as Assembly Plant Manager and eventually Assistant General Manager, his responsibilities increased to include both assembly plants including operations, maintenance, and engineering.
Mike currently supports organizations with Lean Culture transformations focusing on the roles of Executive Management and Human Resources and how the quality people value stream connects to the production value stream.
Mike has served and contributed to numerous community boards such as the Kentucky Community and Technical College System and the Lexington Mayor’s Partnership for Youth. Mike has degrees in Business and Psychology from Xavier University and a Masters of Arts in Counseling from Asbury Theological Seminary. Mike’s wife, Suzy and he are co-founders of CMH, Inc. and Life Learning Ministries and have three children, Ben, Leah and Lindsay.
FacultyArea of focus: Defining and Deploying Strategy
Jeff Hunter has extensive experience in healthcare leadership, strategy formulation and strategy deployment. His peers respect his ability to analyze and synthesize complex information and ideas; communicate them in clear, understandable, and actionable terms; and facilitate strategic thinking among leadership teams with engaging, visual methods.
Jeff has a special interest in facilitating strategic thinking for organizations in healthcare, higher education, and professional groups, as well as not-for-profit community agencies. His approach is to enable others to think strategically through coaching and facilitation.
Jeff is faculty for Catalysis (formerly the ThedaCare Center for Healthcare Value) and the Donald J. Schneider School of Business and Economics at St. Norbert College. He is also a Strategic Planning Fellow for Sg2, a leading provider of healthcare intelligence, analytics, and consulting.
From 1991 until his retirement in 2015 he was the Senior Vice President, Strategy and Marketing for ThedaCare, a community-sponsored system of hospitals, physicians, behavioral health services, and home care based in Appleton, Wisconsin. He was primarily responsible for strategic planning, marketing, government relations, philanthropy, and e-health.
Prior to joining ThedaCare in 1991, Jeff managed the consulting practice for Brim Healthcare in Portland, Oregon. He began his career in healthcare with Presbyterian/St. Luke’s Medical Center in Denver, Colorado. Jeff received his B.S. in Economics (summa cum laude) from the University of Detroit and his Masters in Health Services Administration from the University of Wisconsin.
Jeff is actively involved in his community, a member of the Board of Visitors of the Donald J. Schneider School of Business and Economics at St. Norbert College, and Past President of the Board of Directors of the Boys and Girls Club of the Fox Valley.
FacultyArea of focus: Engaging Physicians
Jim Marks, MD
Dr. Marks is Professor and Vice-Chairman of the Department of Anesthesia and Perioperative Care at the University of California, San Francisco (UCSF) and Chief of the Medical Staff and Chief of Anesthesia at Zuckerberg San Francisco General Hospital and Trauma Center (ZSFG).
Dr. Marks received his medical degree from UCSF where he also completed residencies in Internal Medicine and Anesthesia and a fellowship in Critical Care Medicine. He received his Ph.D. in molecular biology from the Medical Research Council Laboratory of Molecular Biology in Cambridge, England.
As a physician scientist, Dr. Marks is an internationally recognized pioneer in the field of antibody engineering, has had constant federal funding for 23 years and has authored more than 200 publications and 100 patents. In recognition of these scholarly achievements, he was elected to the National Academy of Medicine.
As an entrepreneur, he has co-founded four biotechnology companies and currently serves on five biotechnology corporate Boards.
As Chief of the Medical Staff at ZSFG, Dr. Marks is an integral part of the Executive hospital leadership team using Lean Management to transform health care delivery at ZSFG. He has been particularly focused on how to align and engage physicians with the improvement work. He is also the Executive sponsor for the Emergency Department value stream and daily management system. He will describe countermeasures being deployed at ZSFG at both the senior leadership level and with frontline staff to increase physician engagement.
FacultyArea of focus: Physician Education
James McGovern, MD
Dr. McGovern currently serves as ThedaCare’s Medical Director for ThedaCare Regional Medical Center-Appleton and ThedaCare Regional Medical Center-Neenah.
He graduated in 1998 from the Medical College of Wisconsin in Milwaukee. After medical school, he completed his Internal Medicine internship and residency at St. Vincent Hospital in Indianapolis. For the first three years of his career, he worked as a Hospitalist at Franklin Square Hospital in Baltimore, Maryland.
Looking to return to Wisconsin, Dr. McGovern joined ThedaCare as a Hospitalist. During his time with ThedaCare, he has been involved in numerous lean events and helped develop ThedaCare’s collaborative care model. He has also served as the Associate Medical Director for Performance Improvement and as the Physician Lead for the hospitalist program.
FacultyArea of focus: A3 Thinking and Creating a Lean Management System
Jill has over ten years of experience coaching lean principles, A3 thinking, and lean management system development.
Jill has spent eight years at ThedaCare as a Lean Facilitator, Hospitalist Manager, and Medical Staff Manager where she was an early adaptor, mentor, and coach of ThedaCare’s lean management system. She has successfully taught and coached lean concepts to both employed and independent physicians resulting in patient satisfaction, productivity, quality, and engagement improvements. Jill also supported hospital leadership in daily improvement, rapid improvement events, and value stream work. In addition, since 2012 she has been coaching a local Wisconsin school district as they implement lean thinking in the classroom.
Jill earned a degree in Chemical Engineering from Washington University in St. Louis, MO and in Chemical Physics from the College of St. Catherine in St. Paul, MN. Prior to joining ThedaCare, Jill had twelve years of experience in manufacturing and quality roles in the paper industry.
FacultyArea of focus: Leveraging Information Systems in Healthcare
Mike delivers a unique blend of Lean, Six Sigma, IT and Operations. His career of consulting and coaching for over 20 years includes the successful application of Lean and Operational Excellence in many environments including Manufacturing and Service industries, IT, Logistics, Insurance, Healthcare, Aerospace, and Food & Beverage. He has been plant manager of a medical implants facility, and spearheaded strategic planning and Project Management Office practices in several organizations. Mike’s experience includes systems design, enterprise-wide project management and large-scale roll out of Lean initiatives in global companies as guide and coach.
Mike is coauthor of the award-winning book Lean IT: Enabling and Sustaining Your Lean Enterprise. The book explores many aspects of Lean IT – including integrating IT with the business, information-based process improvement, Agile software development, infrastructure operations, ITIL, cloud computing and project management.
He holds degrees from Stanford University and the University of Oregon as well as certifications in Management Accounting, Production and Inventory Control, Project Management, Six Sigma and Agile.
Mike acts as Adjunct Professor with The Shingo Prize for Operational Excellence, is a faculty member of the Lean Enterprise Institute and Portland State University, and President of Mike Orzen & Associates, which emphasizes respectfully engaging people, improving business process capability and leveraging information technology to drive a culture of operational excellence.
FacultyArea of focus: Moving Beyond Budgeting
Steve Player serves as the North America Program Director for the Beyond Budgeting Round Table (BBRT) and works with BBRT member companies to implement continuous planning processes. He has over 30 years’ experience with improving performance management and implementing strategic planning processes. He is also the Managing Director of Beyond EPS Advisors, a Business consulting firm, and founder of ABM SMART.
Steve is the co-author of Future Ready: How to Master Business Forecasting and Beyond Performance Management as well as five other books. He writes the “Finance Transformation” column for Business Finance Magazine featuring CFO interviews from leading organizations on innovative finance and planning processes.
FacultyArea of focus: Creating a Lean Management System
Mike Radtke is co-founder and lead consultant for New Roots Consulting LLC, providing coaching, teaching, and support to organizations through their lean transformations. Mike previously served in different leadership capacities for ThedaCare over the last 15 years, including roles as an improvement facilitator, ancillary services manager, director of diagnostic imaging, and most recently as an operational vice president with oversight of areas including perioperative services, trauma, air medical, therapies, and rehab. Prior to his leadership roles, Mike worked for six years as a physical therapist at one of ThedaCare’s critical access hospitals in New London.
Mike was first introduced to lean process improvement and leadership practices in 2003 as ThedaCare began their lean journey. He had the opportunity to learn and apply lean practices both as a member of the improvement department and as an operation leader. Mike was part of the team that initially created ThedaCare’s lean management system as documented in Kim Barnas’ book Beyond Heros. He has been faculty with Catalysis since 2012, teaching lean management system behaviors and practices throughout North America. Mike also teaches and coaches A3 Thinking, Coaching for Improvement, and recently created a workshop on Kata in Healthcare, which explores how to build patterns of continuous improvement and coaching competency to complement A3 thinking and practice. He also provides executive coaching support for healthcare organizations.
Mike has a bachelor’s degree in physical therapy from the University of Wisconsin—La Crosse and is currently pursuing his Master’s degree in Organizational Change Leadership from UW—Platteville. Mike has taught at numerous conferences throughout the United States on lean and lean leadership in healthcare, including being the keynote speaker at the Maine Lean Summit in 2013.
FacultyArea of focus: The Building Blocks of Operational Excellence
Jacob Raymer is an internationally recognized speaker addressing corporate and public audiences on the subjects of leadership roles & responsibilities, cultural transformation, and how to achieve enterprise excellence with the right behavior and sustainable long-term results.
As the former Shingo Prize Director of Education at the Jon M. Huntsman School of Business, Jacob co-created the Shingo Model from key insights gained through partnerships with Steven Covey and Ritsuo Shingo (Former CEO of Toyota China). The Shingo Prize is regarded as the premier operational excellence award and recognition program in the world with Business Week dubbing The Shingo Prize as “the Nobel Prize of Manufacturing.” For over 10 years Jacob has developed and trained Shingo Examiners and 1000’s of individuals worldwide on how to assess and implement lean transformation by applying the Shingo Model and its principles. He continues to lecture at the Huntsman School of Business at Utah State University in graduate courses such as “Leadership and Operational Excellence in a Global Context”, and “Principles of Operational Excellence” – where he brings practical application to the theoretical philosophy of excellence.
As a lean motivational speaker, Mr. Raymer shows organizations that true innovation is not achieved by superficial imitation or the isolated, random use of lean tools & techniques and systems (“know how”), but instead requires the “know why” — i.e., an understanding of underlying Principles. By blending his real-life stories and 5 years of Shingo Prize site-visits, Mr. Raymer educates, motivates, and entertains—delivering solutions audiences can use right away.
FacultyArea of focus: Creating a Lean Management System
Maryjeanne Schaffmeyer formerly served as COO for the Hospital Division of ThedaCare and served ThedaCare for 20 years in several leadership positions. In 2005, as a Business Unit Manager for Obstetrics, she piloted the current Business Performance System (BPS) and worked with the BPS design team to develop and pilot the leadership standard work. In this role she was able to see clearly the importance of a management system that would help support leaders to understand their business, to optimize their use of lean tools, and to see and improve their performance.
Later, as VP of Operations for Appleton Medical Center, Maryjeanne had the opportunity to build a team of managers using the Business Performance System as a model for leadership development and daily continuous improvement. As the Chief Operating Officer for the Hospital, Care Transitions and Homecare Division at ThedaCare, Maryjeanne led the spread of BPS throughout the expanded division.
FacultyArea of focus: Executive Coaching
Don Shilton has been the president at St. Mary’s General Hospital in Kitchener, Ontario, Canada since 2010. Shortly after becoming president he and his Board unveiled an ambitious new vision for St. Mary’s to become “the safest and most effective hospital in Canada characterized by innovation, compassion and respect.” The Board agreed to use Hospital Standardized Mortality Ratio (HSMR) as the overall indicator for safety.
Under Don’s leadership, St. Mary’s began implementing lean in 2011. As with many lean implementations St. Mary’s started strong and then began to struggle. In 2013, they engaged KPMG and Kim Barnas to assist with board and executive coaching and to help implement a Lean Management System (LMS). In 2016, St. Mary’s achieved the lowest Hospital Standardized Mortality Ratio in Canada for the second time in five years leading some in the media to call St. Mary’s, “the safest hospital in Canada.”
The St. Mary’s Board has also embraced lean thinking. They start all Board meetings with a Board member-led huddle and they regularly gemba walk throughout the hospital to better understand the connection between organizational strategy and front line work.
Don is a Respiratory Therapist who holds a Bachelor of Science from the University of Waterloo and an MBA in Health Services Management from McMaster University.
FacultyArea of focus: Board of Directors
Scott Smith is the President of High Performance Solutions and Consortium and the Vice Chair of the Board of Directors at St. Mary’s General Hospital. He has over 25 years of experience in Lean Thinking, Continuous Improvement Facilitation, Leadership Development and Organizational Systems Thinking.
Scott’s primary area of focus is to build and facilitate Continuous Improvement Consortiums. Currently, he facilitates the High Performance Manufacturing Consortium (HPM), the Alliance for Enterprise Excellence Consortium (AfEE), the Continuous Improvement Alliance (CIA), the Cambridge Capacity Consortium (CCC), the Waterloo Wellington Impact Consortium (WWIC) and the University of Waterloo Continuous Improvement Consortium.
Scott’s focus is to Develop the World’s Best Continuous Improvement Organizations through Organizational Systems Thinking. He currently works organizations in the manufacturing, service, support not for profit, higher education and healthcare sectors.
FacultyArea of focus: Innovation
Ted currently serves as an Innovation Consultant at Atrius Health in Boston. At Atrius he is responsible for codifying the innovation process for publication. He is also creating teaching materials that will be used to teach the Atrius Health innovation process to other healthcare leaders. Ted is a self-prescribed practitioner and teacher of social innovation in complex systems. He uses market research studies and trend data to discover and implement breakthrough organizational change initiatives.
Ted began his healthcare career at Boston Children’s Hospital where he served the Six Sigma team to develop measurement systems and audit processes to improve hospital cleanliness. In 2012, he joined Atrius Health as a Process Improvement Leader and, more recently, as Innovation Engineer. Here he created and identified funding sources for a new innovation center, which now has 15 full-time employees. With Ted’s assistance, the innovation team designed and created the organization’s first home-based urgent care program, which reduced overall costs for elderly patient care by $125,000 per week.
Ted co-wrote the article “How Atrius Health Is Making the Shift from Volume to Value” which was published in Harvard Business Review. He received a Bachelor of Arts degree in Physics from Lawrence University in Appleton, Wisconsin.
FacultyArea of focus: Physician Leadership
Elizabeth J. Warner, MD FACP CPE received her Medical Doctorate from Michigan State University, College of Human Medicine, with AOA designation, and completed her Internal Medicine residency at Kalamazoo Center for Medical Studies. She continues to pursue lifelong learning as a Masters student in Positive Organizational Development at Case Western Reserve University. Elizabeth is a board-certified physician who has served clinically in ambulatory primary care, geriatric care in a post-acute setting and hospital-based palliative care.
Seeing recurrent, entrenched care delivery problems, Dr. Warner developed her leadership skills to serve her community at a different level. As Primary Care Medical Director at Bronson Healthcare Group, and then as Medical Director of Continuous Improvement Support, Elizabeth empowered all learners to embrace lean thinking in order to transform healthcare into a sustainable, joyous profession. She served as the internal “sensei” (coach) of her organization, and lead trainer for the system-wide management system implementation.
Dr. Warner is now founder of Warner Well Being LLC, to serve healthcare transformation on a national level. She has a unique blend of experience, curiosity and lean knowledge, anchored in the professional principles of medicine and Shingo principles of operational excellence. Through coaching, training and speaking, Dr. Warner will propel individuals and organizations forward on their transformational journeys.