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.
Katie Anderson is the founder of KBJ Anderson Consulting, an independent consulting practice focused on helping individuals and organizations lead with intention by connecting their purpose, processes, and practices to deliver higher levels of performance.
Katie has over 20 years of experience in supporting change and improvement in organizations across a range of industries, including healthcare, government, manufacturing, biotech, and academia. Katie previously held senior lean leadership roles at Stanford Children’s Healthcare and Sutter Health, and as a healthcare senior consultant at PwC Australia.
Katie is an internationally recognized speaker, consultant, and coach, and has lived around the world – including the United States, the United Kingdom, Spain, Australia, and Japan. She regularly leads executive Japan Study Trips (www.kbjanderson.com/japantrips) for lean practitioners wanting to take their understanding of operational excellence to the next level by discovering how Japanese organizations create cultures of respect and continuous improvement.
In addition to teaching for Catalysis, Katie is a faculty member of the Lean Enterprise Institute and leads the Association for Manufacturing Excellence’s Consortia program in the San Francisco Bay Area.
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, and was a Fulbright Scholar in Australia.
Lydia Chudleigh has been a leader at St. Mary’s General Hospital in Kitchener Ontario for 30 years. Most recently, from 2010 to 2016, she was the Vice President, People and Organization Effectiveness. With facilitation and consultation from Kim Barnas (CEO, Catalysis), Lydia and her team guided St. Mary’s through development and integration of a fully comprehensive Lean Management System that includes systems at the Senior team, Board of Trustees and at the department/program level. It was through the adoption of Lean principles and a comprehensive Lean Management System that St. Mary’s was able to develop and deploy strategic operational goals and engage their organization to become “the safest and most effective hospital in Canada characterized by innovation, compassion and respect.”
Lydia has assisted other health care organization such as Saskatoon Regional Health, Saskatchewan to develop aligned organization goals and a Lean Management System to support True North. She also facilitates executive site visits at St. Mary’s General Hospital in partnership with Catalysis.
Lydia began her career in health care as a Clinical Dietitian, she holds a Bachelor of Applied Science degree from the University of Guelph and an MBA from Wilfrid Laurier University.
Yvonne DeGroot is an instructor who regularly teaches the following courses: Lean Overview, Problem Solving/A3 Thinking, Root Cause Analysis, Process Mapping, 5S, Creating a Continuous Improvement Culture, Project Management and Daily Continuous Improvement/Kata. In addition, she has experience with Hoshin Kanri, working with organizations to create and deploy their strategic plan.
She is currently an instructor at a local technical college. Prior to this role, Yvonne spent 15 years with ThedaCare which included roles as brand manager in marketing, facilitator with the ThedaCare Improvement System, then as a consultant with the Organizational Excellence department. While in these roles she facilitated improvement projects, coached leaders and trained team members in lean principles and methodologies, taught business acumen, performed cultural assessments and supported teams to reach their patient, employee, quality, safety and financial goals. Areas within the healthcare system Yvonne supported included orthopedics, primary care, pharmacy, laboratory and perioperative services.
Yvonne earned her Master of Business Administration (MBA) from Western Governors University and is nationally accredited in lean, with a Lean Bronze Certification and is a Six Sigma Green Belt. She is a certified facilitator for Franklin Covey’s The 7 Habits of Highly Effective People, Leading at the Speed of Trust and The 5 Choices to Extraordinary Productivity. In addition, she is trained in the Dale Carnegie Course Skills for Success and High Impact Presentations.
With a passion for continuous improvement and problem solving, she is an active volunteer with CI², (Continuous Improvement, Community Impact) where she serves as a coach and mentor for non-profit groups in Northeast Wisconsin, helping to solve problems that achieve community impact objectives.
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. His latest book is titled Measures of Success: React Less, Lead Better, Improve More.
He serves as a consultant to healthcare organizations 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.
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.
Thomas Hartman is an executive coach at Catalysis. His responsibilities include helping coach healthcare leaders and payers to radically improve healthcare quality and outcomes for patients and families, while reducing healthcare costs. Prior to joining Catalysis, Tom spent 19 years as a senior executive with Autoliv, the world’s largest producer of automotive safety products. He brings 29 years of experience on the lean journey, leading and mentoring organizations through the implementation and deployment of the Autoliv Production System — based on the Toyota System and culture — including three years working directly with a TPS Sensei (1998-2000). From 1997 through 2004, Tom was President of Autoliv’s global Airbag Inflator Division with annual sales of $850 million. Tom also served as senior director of Autoliv Lean Consulting, a venture he co-founded in 2007, resulting in the Autoliv Culture of Continuous Improvement being shared with over 100 companies. From 2006 through 2011, Tom mentored local management in the establishment of Autoliv’s AME and Shingo-Prize winning lean culture in the U.S., Canada, Mexico, and Brazil. Since 2005, Tom has served as a member of the Shingo Prize Board of Governors and in 2007 was inducted into the Shingo Academy in 2010 and the AME Hall of Fame in 2013. Tom has served on advisory boards for Economic Development, Healthcare, and Manufacturing organizations.
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 professional organizations such as healthcare, higher education, and service organizations, as well as not-for-profit community agencies. His coaching and facilitation enables others to manage vision and purpose with strategic agility.
Jeff is on the faculty of Catalysis 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 health care 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, Mr. Hunter 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. Mr. Hunter received his B.S. in Economics from the University of Detroit and his M.A. in Health Services Administration from the University of Wisconsin-Madison.
Mr. Hunter is actively involved in his community, is 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.
Dr. Johnson started his healthcare career as a Physical Therapist. He then attended medical school at the University of Minnesota and completed a residency in Family Medicine at the Mayo Clinic. His clinical practice has included 10 years of Family Medicine, 7 years of Emergency Medicine, and 14 years doing Musculoskeletal Medicine. He also completed a fellowship in Integrative Medicine at the University of Arizona.
Dr. Johnson’s leadership journey spans 30 years. It began as Family Medicine department chair at the Austin (Minnesota) Clinic and progressed to president of the Austin Clinic, CEO and Board Chair of the Austin Medical Center – Mayo Clinic Health System (MCHS), CEO and Board Chair MCHS-Franciscan Healthcare, and Regional VP for MCHS-South West Wisconsin. Dr. Johnson retired from leadership in 2018.
Dr. Johnson’s has a 15 year experience with Lean Healthcare. The first 5 years could be described as experimenting with Lean tools and having limited success. The last 10 years were spent developing a Lean Management System relying heavily on the Shingo model, his leadership team, and the experience of others, including Catalysis Healthcare Value Network members.
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.
Elaine Mead is currently an Executive Director of Improvement, Care and Compassion, IC&C, an organisation committed to supporting leaders on their improvement journey across the UK and Europe.
Elaine has enjoyed over 34 years’ experience working in clinical, managerial and Executive roles within the National Health Service across the UK. Her original professional clinical background was as a diagnostic radiographer with experience in general, research and academic settings.
In her previous position, Elaine held the position of Chief Executive of NHS Highland for eight years, originally moving to the Highlands of Scotland, as their first Chief Operating Officer. She was responsible for the development of the first totally integrated health and care system in Scotland, which continues to support services across 41% of the most remote and rural land mass of the UK.
Elaine is a passionate ambassador for quality and led the development of the Highland Quality Approach, an improvement system supporting NHS Highland to improve quality of care based on increasing value. Through this work she built a world-wide network of contacts to share best practice and has hosted multiple study-tours, presented at many key international conferences and has published on both quality improvement at scale and the integration of health and social care. Elaine coaches and supports teams at Board and Executive level to create value and minimise waste in systems through her works as Executive Sensei for NHS Improvement in England and also as Faculty member of the Institute of Health Improvement.
As a committed practitioner of Quality Improvement, Elaine is a certified Lean Leader from Tees, Esk and Wear Valleys having had a close association with the Virginia Mason Institute. Elaine has been awarded a Fellowship by the International Society for Quality in Healthcare ISQua and is a current member of Q Scotland. Elaine has had the opportunity to manage complex systems across the NHS in the UK and also deliver health care and screening in the private sector, working for a number of organisations including the Harley Street Clinic, London, the AMI Group and BUPA. She was a research radiographer on the staff of Guy’s and St Thomas’ Hospitals Medical Schools.
Elaine took up position of visiting Professor at the University of the Highlands and Islands supporting the delivery of disperse multi-professional health and care training across the Highlands and Islands, is an active non-executive member of the Ireland East Hospitals Board in Dublin.
As a founding member of the Catalysis European CEO Forum, Elaine now continues to connect colleagues across Europe as Faculty, facilitating and supporting the Forum from her base in Scotland.
Kevin McNamara is the President and Chief Executive Officer of TIDI Products, LLC based in Neenah, Wisconsin. TIDI is a medical device manufacturer focused on the acute care market. TIDI has manufacturing operations in Wisconsin, Mexico, and China. Kevin has over 30 years of management and leadership experience in industries ranging from consumer-packaged goods to health care. His career has included sales and marketing roles at Procter & Gamble Company, Pepsi-Cola Company, and E.J. Brach Corporation. Mr. McNamara has been with TIDI or its predecessor companies since 1998. He has held Board roles in several “for profit” and “not for profit” organizations. He holds an A. B. Degree from Bowdoin College in Brunswick, Maine.
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.
Theresa Moore is an Operational Excellence Coach and Instructor. Her responsibilities include helping connect executive and operational leaders in the development of organizational improvement systems as well as helping Process Improvement Teams transition from facilitator/event-based support to improvement coaches. While at Catalysis, Theresa has provided support to healthcare organizations through specialized curriculum design, educational services and executive facilitation.
Prior to joining Catalysis, Theresa spent over 10 years at ThedaCare. She started as an Improvement Facilitator and later transitioned to operations where she was the Director of ThedaCare’s System Laboratories. While Director, she led the strategic improvement initiative to optimize the laboratory value stream. Partnering with the information technology department, she leveraged the installation of a new information system to create business informatics that supported the lean improvement journey. Theresa returned to the ThedaCare Improvement Consultant role where she was responsible for coaching ThedaCare senior leaders, as well as improvement facilitators in lean principles and methodologies. Prior to ThedaCare, Theresa held numerous Plant Manager and quality positions for a variety of manufacturers including Alcoa, PolyOne and General Electric. Theresa received a MBA from Brenau University, Gainesville, Georgia and a Bachelor of Science degree in Chemical Engineering from Clarkson University, Potsdam, NY.
Theresa is currently an AME Excellence Aware Assessor as well as a volunteer coach with CI2 (Continuous Improvement, Community Impact).
Mike Radtke helps provide 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.
Dr. Roe has an extensive background as a senior leader at the hospital and health system level, and deep experience in organizational transformation. Driven by a passion for patient safety and quality, he served as a senior leader for 12 years at St. Boniface Hospital, a tertiary care academic health center in Winnipeg, Manitoba, Canada. He initially served as Chief Medical Officer and Executive Champion for Transformation for 10 years, and then stepped into the role of President and CEO for two years. During this time, he led St. Boniface in its pursuit of operational excellence, and deployment of management and improvement systems. He then took the role of Vice-President and Chief Medical Officer at Winnipeg Regional Health Authority, a system which includes five acute care hospitals and delivers community-based and long-term care. During his two years in this role, he provided leadership in clinical service redesign and helped engage physicians and staff in extensive redesign of patient pathways and care delivery realignment.
Dr. Roe is a leader who models humility, curiosity, and relentless pursuit of excellence. He continues to provide leadership coaching and is a practicing physician in Endocrinology at the University of Manitoba.
Jason Schulist is the President of the Generative Local Community Institute (GLCI), a non-profit whose mission is to connect communities so that they can improve their problem-solving capability and accelerate community impact. Prior to forming GLCI, Jason served as Appvion’s Vice President of Continuous Improvement (CI) from 2013-2017. Appvion’s CI Deployment was awarded Runner-up in the PEX Global Award for Most Innovative Culture Change Deployment for 2016 and consistently exceeded Appvion’s Profit Improvement goals.
Mr. Schulist worked in the Utility Industry from 2004-2013 with roles as DTE Energy’s Director of the Program Management Office (PMO) managing a $1B portfolio of projects and as Director of Continuous Improvement saving over $700M while building CI capability and winning the IPQC’s Best Process Improvement Program in 2010. Prior to DTE Energy, Mr. Schulist held management positions in lean operations, business development, and corporate strategy with General Motors.
Mr. Schulist earned a bachelor’s degree in Electrical Engineering and Computer Science from Marquette University and two Masters’ degrees in Electrical Engineering/Computer Science and Management from the Massachusetts Institute of Technology (MIT). Mr. Schulist is a Lean Six Sigma Black Belt and has a Project Management Professional (PMP) certification.
Jason has a passion for generative local community and has founded the Skillsfest movement that applies Continuous Improvement to thorny community problems. He is a co-founder of the Michigan Lean Consortium and past Chair. He currently serves on the Boards of the United Way of the Fox Cities, CAP Services, the MIT Club of Wisconsin, and the POINT Poverty Initiative in Northeast Wisconsin.
Don Shilton was president at St. Mary’s General Hospital in Kitchener, Ontario from 2010-2018. Shortly after becoming president, he unveiled an ambitious new vision for St. Mary’s to become “the safest and most effective hospital in Canada,” using Hospital Standardized Mortality Ratio (HSMR) as the overall indicator for safety.
To accomplish this vision St. Mary’s began implementing lean in 2011. As with many lean implementations St. Mary’s started strong and then began to struggle. This struggle led them in to implement a Lean Management System (LMS). Staff quickly embraced the rigor lean brought to their work and by 2017 were implementing an average of three improvements per employee/year. Staff achieved breakthroughs such as reducing hospital acquired infections by more than 60%, reducing patient falls by more than 50% and reducing staff injuries by more than 35%. In a 2017 survey staff were asked, “Overall how would you rate your organization as a place to work?” The St. Mary’s percent positive score was thirty-three points higher than the national average.
In 2016, St. Mary’s achieved the lowest HSMR 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 also embraced lean thinking. During Don’s tenure they started meetings with a board member-led huddle, and regularly went on gemba walks throughout the hospital to better understand the connection between strategy and front-line work.
Since retiring in 2018, Don has joined the faculty of Catalysis to help executives and boards dramatically improve health system performance. He also consults with KPMG Canada.
Don has a Bachelor of Science degree from the University of Waterloo, a Respiratory Therapy diploma from the Michener Institute of Applied Sciences, and a Master’s degree in Business Administration from McMaster University.
Michele is a dedicated Executive/Leadership Coach with extensive experience coaching individuals across all levels of the organization. She has broad experience as a designated leader and change management consultant, with expertise in team building, leadership development, and facilitation/coaching of leadership to arrive at an organizational strategy with aligned goals, solutions, and ultimately culture change. She is also a skilled Performance Improvement Coach and Facilitator (in person and virtual), with in-depth knowledge in healthcare, healthcare finance, and lean tools and methodologies.
As an International Coaching Federation accredited coach, and a certified John Maxwell Team member, Michele blends coaching, consulting, speaking, and facilitation with over two decades of business experience and her passion to help individuals become the leaders they want to be. This blend is a formula that inspires a deeper commitment to change and the achievement of transformative results. She understands challenges unique to high achievers, managers transitioning to senior leadership roles, highly technical managers, women in leadership, business disruption through mergers and acquisitions, and those of an achiever mindset who need to balance the needs of family, work, and their own well-being.
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 with organizations in the manufacturing, service, support not for profit, higher education and healthcare sectors.
Ted teaches, writes, and consults on healthcare innovation both independently and with Catalysis. He uses expertise in design thinking, strategy formulation, and lean product development to help teams 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. He then moved to Atrius Health in Boston, where he worked as a front-line improvement specialist and an Innovation Engineer. While there he helped build the Atrius Health Innovation Center and worked with teams to design new clinical care models. 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 $1.5 million annually.
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.
Adam Ward has an uncanny ability to extract high levels of performance from the teams he works with. He is a natural teacher that breaks down complex topics in the simplest terms. He is an inspirational leader who tells stories with powerful examples that inspire innovative action while staying grounded in the state of the business. He has experience across a multitude of industries, but healthcare became a passion for him, eventually leading to him writing the bestselling Lean Design in Healthcare, a book about establishing systematic innovation within healthcare organizations. He now runs his own consulting firm.
Just recently, as an Innovation & Strategy Consultant at Simpler (an IBM company) Adam was responsible for executive coaching of clients. His client list included the US Air Force, Harvard University, Atrius Health, ThedaCare, the Veteran’s Administration, EnerSys, Lockheed Martin, the Gemological Institute of America, Northwestern Mutual, and more. He has established innovation teams, improved product development output, coached c-suites on innovation, and helped developed corporate strategies. After IBM acquired Simpler, he was chosen to create integrated services combining Simpler’s proven operational excellence system and IBM’s artificial intelligence, blockchain, and IoT technologies.
Previously, as the Product Development Strategist at GE Healthcare, Adam worked for the Chief Technology Officer of the $16B company. He was key in creating and implementing multiple, transformative initiatives including the Product Leader program for the twelve, Diagnostic Imaging divisions and the Disruptive Cost Workout, which saved tens of millions of dollars during its launch year and went across other GE units as the standard.
Prior to working at GE Healthcare, Adam was a Design Leader for Honda R&D Americas. He was responsible for the electrical system of vehicles, routinely leading cross-functional teams of 50+ individuals with project capital budgets more than $100M and material spend exceeding $1B annually.
Adam holds an MBA from The Ohio State University and a BSME from the University of Maryland. He has served on several non-profit boards, led capital campaigns, and speaks regularly at conferences. He is a student coach and lecturer for the MBOE program at Ohio State.
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.