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Workshops: $800/$1600 USD
$600/$1200 for conference attendees
Lean Healthcare Transformation Summit Speakers
Michael Erikson is Chief Operations Officer of the Palo Alto Medical Foundation (PAMF). Prior to joining PAMF, Mr. Erikson worked with Group Health Cooperative in Seattle. He started his professional career as a clinical psychotherapist, practicing for 18 years, and took on increasingly larger leadership roles at Group Health including Executive Vice President, responsible for all clinical operations at that organization. In addition to his behavioral health background, Mr. Erikson has a special expertise in Lean as an operating/management system and in the Primary Care Medical Home model of care delivery. Mr. Erikson is responsible for PAMF-wide clinical operations to include leading the roll-out of Lean to all clinical departments at PAMF as well as helping prepare PAMF for “total cost of care” responsibilities expected in the future.
Chief of the Health Policy Research Division at the California Public Employees’ Retirement System (CalPERS).
Doug is responsible for the development and implementation of state and national policies relating to the CalPERS health benefits program, leadership and program direction of the CalPERS health plans rate negotiation strategies, serves as the lead rate negotiator, leads the development and implementation of innovations in the health care marketplace, and is responsible for the implementation of health care reform efforts impacting CalPERS and its members.
Doug also serves as the Project Director for the Health Benefits Purchasing Review Project which was a major effort to develop a 3-5 year strategic plan for the CalPERS Health Benefits Program; the roadmap was adopted by the CalPERS Board and is being implemented; with many of the major projects being implemented under Doug’s leadership.
Doug previously served as Director of Juvenile Programs at the California Department of Corrections and Rehabilitation, where he oversaw the development and implementation of statewide medical, mental health, dental and education plans and policies. Prior to that, Doug was the Director of Mental Health at the California Department of Corrections and Rehabilitation where he was responsible for the operations of mental health services to the adult correctional population.
Doug serves on the Board of the Pacific Business Group on Health, the Board of the Public Sector Health Care Roundtable, and the Board of the National Coalition on Health Care.
Doug has a BS in Criminal Justice from the California State University, Sacramento and a Certificate in Project Management from the University of California, Davis.
John is one of the foremost figures in the adoption of lean principles in healthcare. Under his leadership, the Center has launched several peer-to-peer learning networks, developed in-depth workshops and advanced the idea of healthcare value through delivery reform, transparency 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, including most recently the Value Incentives Learning Collaborative and was co-author of "The CEO Checklist for High Value Healthcare."
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 Harvard Business Review Blog, and Frontiers in Health Management. His work on payment reform and the transparency of provider performance data has been featured in The American Journal of Managed Care and the Commonwealth Fund publications, as well as news publications like The Wall Street Journal, the CNBC Blog, The Milwaukee Journal Sentinel, and Healthcare Finance News.
Dr. Toussaint has been recognized for his work in transforming healthcare by organizations such as 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.
His groundbreaking first book, On the Mend: Revolutionizing Healthcare to Save Lives and Transform the Industry, was awarded the 2012 Shingo Research and Publication Award. It 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. 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.
Beth Daley Ullem works with hospital leadership teams, hospital boards and healthcare industry leaders to develop and fund programs that reduce risk and improve patient safety and quality. She is a nationally recognized expert for creating initiatives aimed at decreasing preventable hospital errors and increasing the transparency of clinical outcomes.
In addition to her consulting efforts, she serves on the board and quality committee of ThedaCare. She also is on the National Patient Safety Foundation’s board of governors. Daley Ullem has worked on board education projects for Solutions for Patient Safety, a network of 81 pediatric hospitals, Harvard Medical School’s Institute of Professionalism of Ethical Practice, Center for Medical Simulation, National Patient Safety Foundation, and other leading healthcare institutions.
Daley Ullem has a professional background in higher education, management consulting and financial services. She is a former McKinsey consultant and DePaul University professor of strategy and management.
Management expert James P. Womack, Ph.D., is the founder and senior advisor to the Lean Enterprise Institute, Inc., a nonprofit training, publishing, conference, and management research company chartered in August 1997 to advance a set of ideas known as lean production and lean thinking, based initially on Toyota's business system and now being extended to an entire lean management system.
The intellectual basis for the Cambridge, MA-based Institute is described in a series of books and articles co-authored by Womack and Daniel Jones over the past 20 years. The most widely known books are: The Machine That Changed the World (Macmillan/Rawson Associates, 1990), Lean Thinking (Simon & Schuster, 1996), Lean Solutions (Simon & Schuster, 2005), and Seeing The Whole Value Stream (Lean Enterprise Institute, 2011). Articles include: "From Lean Production to the Lean Enterprise" (Harvard Business Review, March-April, 1994), "Beyond Toyota: How to Root Out Waste and Pursue Perfection" (Harvard Business Review, September-October, 1996), "Lean Consumption" (Harvard Business Review, March-April, 2005).
Womack received a B.A. in political science from the University of Chicago in 1970, a master's degree in transportation systems from Harvard in 1975, and a Ph.D. in political science from MIT in 1982 (for a dissertation on comparative industrial policy in the U.S., Germany, and Japan). During the period 1975-1991, he was a full-time research scientist at MIT directing a series of comparative studies of world manufacturing practices. As research director of MIT's International Motor Vehicle Program, Womack led the research team that coined the term "lean production" to describe Toyota's business system.
Womack served as the Institute's chairman and CEO from 1997 until 2010 when he was succeeded by John Shook.
Learning Session Speakers:
M. Osman Akhtar has over 16 years of experience working in the health care industry. He spent over nine years working in two academic medical centers; Washington University School of Medicine and Stanford University School of Medicine, in which he held various leadership positions of increasing responsibility. In 2010, he accepted the position of Chief Administrative Officer (CAO) for the Palo Alto Foundation Medical Group (PAFMG) at PAMF, providing governance and strategic support to the medical group’s board of directors.
As of January 2014, he accepted the role of Vice President of Clinical Services and Strategic Development. In this role, he has operational, strategic and executive leadership accountability for the Cardiovascular Service Line, Ambulatory Surgery Centers, Executive Health and Retail Medicine, and Radiation Oncology. In addition, he serves as the executive partner with strategic business development leaders in key mergers and acquisitions for PAMF.
He holds a bachelor of arts in psychology and a master of health administration, both from Saint Louis University. He is also well versed in the principles of Lean operating systems.
David B. Burmeister, DO, FACEP is a physician executive experienced in the management of Emergency Medicine at Lehigh Valley Health Network.Â Dr. Burmeister joined the LVHN medical staff in August 2003 and, in 2007, he was appointed Site Director for the Department of Emergency Medicine, LVHN-Muhlenberg campus. In 2010, Dr. Burmeister was appointed Vice Chair, Operations/Efficiency. In this role, he was responsible for the clinical operations of all network campuses and contracted emergency departments. In 2011, Dr. Burmeister became the Chair of the Department of Emergency Medicine. He has direct and indirect oversight and responsibility for approximately 75 physicians, 45 advanced practice clinicians, and 150+ other staff.Â In addition, Dr. Burmeister is Clinical Associate Professor of Medicine at the University of South Florida Morsani College of Medicine.
Prior to joining LVHN, Dr. Burmeister was an emergency medicine attending physician at The Western Pennsylvania Hospital in Pittsburgh, Pennsylvania.Â In this capacity, he was a clinical instructor for the University of Pittsburgh Affiliated Residency in Emergency Medicine.
His passion revolves around improving the efficiency of emergency medicine and its connection to the overall hospital system with the goal of maximizing the patient care experience. Throughout his career, Dr. Burmeister has been actively involved with clinical quality improvement initiatives and clinical teaching.
Bill Booth is a Senior Director with iVantage Health Analytics - Advisory Group. He received his certification as Lean Sensei (ASQ, AME, SME, Shingo Prize) in 2007 and has been engaged exclusively with healthcare organizations in their Lean journeys since that time.
During a 20 year career with Baxter Healthcare, Bill held positions in line manufacturing management and engineering. As Director of Manufacturing Engineering he had the opportunity to travel extensively in Japan, experience first-hand the workings and philosophies of Lean, and apply many of these concepts in new and retooled drug factories both in the US and abroad. Leveraging this experience Bill has partnered with companies in pharmacy, pharmaceuticals, medical devices, agribusiness, and healthcare in the development of sustainable Lean continuous improvement processes.In both inpatient and ambulatory settings Bill has led the design and implementation of innovative care management, patient flow, EHR adoption, and revenue cycle initiatives. Â
The Lean values of transparency, teamwork, and the dismantling of functional silos are compelling to healthcare leaders and make possible the identification and elimination of waste. Bill has been able to see physicians, nurses, and other medical disciplines rally around projects that lead to measurably better patient care through these ideas.
Bill holds a Master of Science Degree in Management Sciences from American Technological University and a Bachelor of Business Administration from the University of North Georgia.
ThedaCare Center for Healthcare Value
Jack works closely with assigned Healthcare Value Network member organizations to develop learning opportunities, identify special interest groups and support lean healthcare initiatives.
Jack is an effective administrator with 30-plus years of healthcare management experience in a variety of settings: hospital, health plan and physician groups.
A graduate of the University of Wisconsin-Madison, Jack earned a bachelor's degree in medical microbiology, as well as a master's degree in healthcare administration from Cardinal Stritch University.
Lucile Packard Children's Hospital Stanford
Katie is Senior Manager for Analytics & Clinical Effectiveness at Lucile Packard Children's Hospital Stanford, Stanford Children's Health in Palo Alto, California. Katie's work at LPCH Stanford includes integration of Lean methods into the standard work of the analytics team, needs assessment and metric development as part of the redesign of organizational clinical business intelligence and various house-wide improvement projects.
Prior to LPCH Stanford, Katie has worked in quality, safety and clinical analytics at Stanford Hospital and Clinics (SHC) and the VA National Center for Patient Safety.She holds a Master of Science degree from The Dartmouth Institute for Health Policy and Clinical Practice.
Akron Children's Hospital
David Chand is a pediatric hospitalist and Physician COE Deployment Director in the Mark A. Watson Center for Operations Excellence at Akron Children's Hospital.Â Prior to joining the staff at Akron Children's Hospital in 2008, David worked for two years as a business management consultant in the North American Payor Provider Practice at McKinsey & Company, focusing on growth strategy and operations for healthcare providers in the U.S. and Canada.
David earned his B.S. and M.S.E. in Biomedical Engineering from The Johns Hopkins University.Â He then earned his M.D. through the Health Sciences and Technology program at Harvard Medical School and The Massachusetts Institute of Technology.Â David completed his internship, residency, and chief residency in pediatrics at Rainbow Babies & Children's Hospital in Cleveland, Ohio.Â In 2011, he earned his Master of Business Operational Excellence and Six Sigma Black Belt from the Fisher College of Business at The Ohio State University.
Cort Garrison is currently serving at the Chief Information Officer and as the Interim Chief Medical Officer for Salem Health. He is the former Chief Medical Information Officer and Medical Director of Informatics for Salem Hospital from 2005 - 2009, leading multiple teams and committees implementing a complex EHR system for a 440 bed hospital.
In 2006 to present he is the Co-Chair for the Medical Director Diabetes Project. He is responsible for design, implementation and supervision of inpatient diabetes project with the goal to improve the care of diabetics at Salem Hospital.
From 1998 to 2011 Cort as held various Medical Staff Executive positions; Chair Pharmacy and Therapeutics Committee, Chair Hospital Based Specialty Department, Co-Chair of Quality Council responsible for implementation and barrier removal for core measures and quality initiatives, Chair of By-Laws review Committee, Member of the Medical Executive Cabinet, President Elect of Salem Hospital Medical Staff and President of Salem Hospital Medical Staff. From 1991 - 2009 Cort Garrison had his private practice in Endocrinology.
Cort received his BS from the University of California in Biochemistry in 1982, his MD from University of Southern California, Completed his residency from Oregon Health and Sciences University, Portland, Oregon, and obtained his MBA at Willamette University in 2009.
Deb Guglielmo started her career with the University of Michigan Health System in 1978 as an ICU nurse. Since then she has held a variety of progressively responsible leadership positions in clinical and administrative areas within Ambulatory Care and the inpatient setting including Director of Nursing. She has extensive education and experience in quality/process improvement tools and techniques. She has lectured nationally and internationally on quality, change management, communication skills, and quality measures/metrics. Her research interests are in the area of quality and safety integration into everyday work processes including the use of lean thinking to improve quality and efficiency. In June, 2004, Ms. Guglielmo was appointed Corporate Director, Quality Improvement. Since August, 2012, she has been the Corporate Director, Michigan Quality System (MQS). She has administrative and functional responsibility for MQS, Program & Operations Analysis (POA) and the Lean for Clinical Redesign CQI (sponsored through BCBSM).
Ms. Guglielmo is a member of the Conference Board, Business Performance Council, Michigan Association of Health Care Quality, Sigma Theta Tau Honor Society of Nursing, and is a Certified Facilitator, Coach and Trainer for Process Improvement. She is a past Quality and Safety Fellow with the University Hospitals Consortium (UHC).
Ms. Guglielmo received her Master's Degree in Nursing from the University of Michigan School of Nursing and her Bachelors of Science Degree in Nursing from Loretto Heights College, Denver, Colorado where she graduated with honors and distinction. She also has an Associate of Science Degree - Pre-Medicine from Mesa Junior College, Grand Junction, Colorado.
Wendy Foad RN MS is the Associate Chief Nursing Officer at Stanford Health Care in the bay area since 2009.Â She has held senior nursing leadership positions in the UK and USA and gained her nursing license from England in 1987.Â Foad has led Stanford through a second Magnet recertification and is working towards a third.Â She holds a Bachelors Degree in Nursing and a Masters in Healthcare Administration.Â
Lupe Hogan is the Nurse Manager for the Adult Liver Transplant Program at Stanford Healthcare. Her nursing experience includes 12 years in Transplant and 7 years with in the inpatient setting. Over the last three years her experience has also included working with SHC lean leaders in the implementation of standard work and utilization of visual controls to manage the leading edge liver transplant patient experience through value stream management and active daily management. Lupe received her MSN from San Francisco State University and is a member of in ANA (American Nurses Association), NATCO (The Organization for Transplant Professionals and ITNS (International Transplant Nursing Society).
Dr. David Howes began his medical career as a family physician serving the small, rural fishing community of Stonington, Maine. This experience taught him the importance of engaging patients in their own healthcare, helping to improve health outcomes and better manage the cost of care.Â David brought this philosophy to Martin's Point Health Care in 1989 as a primary care physician and now serves as the President and CEO, a position he has held since 1996.
David is involved with numerous health care and business organizations and serves on the Board of Directors for the Alliance of Community Health Plans (ACHP) and is the Chair of the Uniformed Services Family Health Plan (USFHP) Alliance Board.Â He is also a current member of the American College of Physician Executives and the American Academy of Family Practice.
David earned his medical degree from Dartmouth Medical School in Hanover, New Hampshire, and served residencies at the Dartmouth-Hitchcock Medical Center, the Medical Center Hospital of Vermont in Burlington, and the Eastern Maine Medical Center in Bangor Maine. He is Board Certified in Family Medicine.
Outside of work, David has four children who are scattered across the country, and he enjoys many outdoor activities including sailing, hiking and biking.
As Executive Director of Performance Excellence and Medicine Services at Stanford Health Care (SHC), Marlena Kane partners with the executive team on the development, implementation, and sustainment of the Stanford Operating System (SOS) across the entire organization. In partnership with administrative and physician leaders, this role is also responsible for the planning and execution of key value streams identified by the organization for breakthrough improvement.
Prior to this role, Marlena was the Executive Director of Value Stream Initiatives at SHC. In this role, she led a cross functional team of 12 to improve patient flow and care delivery across SHC. Marlena worked closely with senior operational leaders to facilitate value stream efforts and led projects to support strategic imperatives of SHC.
Previously, Marlena was the Director of Strategic Operations for Patient Care Services where she planned, directed, coordinated and served as the administrative leader for various PCS projects and programs under the Chief Nursing Officer, as well as led and developed the strategic plan and marketing/business development tactics for these services. She led a team of Program Managers to develop, implement and evaluate performance improvement initiatives to improve the delivery of patient care using Lean Management system tools and principles.
Marlena has a Bachelor of Science in Clinical Psychology from University of California, San Diego, and Master's degree in Public Health and Social Welfare from the University of California, Los Angeles, with a focus on Health Policy and Healthcare Management.
Marlena is a member of the American College of Healthcare Executives and serves on the Social Media Committee.
Gregory Kile is the Senior Vice President for Insurance and Payer Strategies at Lehigh Valley Health Network (LVHN) and President & CEO of Populytics, Inc., a subsidiary of LVHN specializing in Advanced Analytics and Population Health Management. In Allentown, Pennsylvania, Greg is responsible for leading the development of LVHN's insurance-related competencies, accelerating efforts related to payment innovation and improving analytical sophistication in population health management. Greg is the former Executive Director of the Lehigh Valley Physician Hospital Organization and served the Lehigh Valley Health Network for 19 years. Greg left LVHN in 2010 to become the Chief Innovation Officer at Blue Cross of Northeastern Pennsylvania (BCNEPA).
In his executive role at BCNEPA, Greg was responsible for the functional areas of provider reimbursement and contracting, provider relations, analytical services, and clinical operations. He provided oversight for BCNEPA's provider integration strategy and was responsible for managing the care cost trends for all products. Finally, Greg was responsible for supporting AllOne Health Management Solutions, Inc., a subsidiary company providing population health and productivity management informatics support to business clients and provider systems.
Chris is a Sr. Lean Coach in the Organizational Effectiveness Department. He’s been part of the LVHN lean team for 3 years and is charged with facilitating and accelerating the LVHN lean transformation.
Prior to coming to LVHN Chris worked for 16 years in industry as a lean facilitator in addition to his roles as an E.H. & S. and Facilities Manager. In the manufacturing sector Chris gained extensive experience using lean to lead change as well as creating and implementing lean and safety training programs.
Chris has a B.S. in Biology and M.Ed in Biology Education.
Dr. Dave Krueger is the Executive Director and Medical Director of Bellin-ThedaCare Healthcare Partners. Bellin-ThedaCare Healthcare Partners is a clinically integrated network comprised of Bellin Health, ThedaCare and 700+ physicians in Northeast Wisconsin. Their mission is to improve health care value for patients, employers and providers in Northeast Wisconsin. Dr. Krueger is responsible for setting the direction for Bellin-ThedaCare Healthcare Partners and positioning the organization to be successful in an environment that is shifting from fee for service contracting to value based contracting. Bellin-ThedaCare Healthcare Partners is a leading Accountable Care Organization and has achieved success in CMS’ Pioneer ACO Model.Dr. Krueger holds a Medical Degree from the University of Chicago, Pritzker School of Medicine, a Master of Science degree from the University of Chicago in the Arts and Science Related to Human Biology and Medicine, and a Master of Business Administration degree with an emphasis on Health Care from the University of Massachusetts.Â He is board certified in Emergency Medicine, a Fellow of the American College of Emergency Physicians, and a Certified Physician Executive.
Nancy Lee is the Chief Nursing Officer and Vice President of Patient Care Services at Stanford Health Care. She joined the organization as the Vice President of Clinical Services in 2002. Nancy began her Nursing career as a clinical registered nurse at Millard Memorial Children's Hospital (now Long Beach Memorial Medical Center) in 1979. Her passion for Nursing began to grow and she later served in various leadership roles, from Patient Care Manager to Chief Nursing Officer. Her first appointment as CNO was at the Daniel Freeman Hospitals, Inc. in Inglewood, CA in 1999. She then served as their Chief Operating Officer from 2000 - 2002 before joining Stanford.
Nancy is the Chair of the Board of Directors for the California Transplant Donor Network (CTDN) and is a member of the Board of Directors for Stanford University Medical Insurance Trust (SUMIT). She lives in San Jose with her wife, Robin, and their son, Aiden.
Ling Loh is the Assistant Director of Analytics & Clinical Effectiveness at Lucile Packard Children's Hospital (LPCH) Stanford, Stanford Children's Health in Palo Alto, California. She has been an integral part of LPCH Stanford's clinical business intelligence journey since the introduction of LEAN, actively enabling and enhancing the transition of LPCH Stanford to a data-driven organization. Her work involves redesigning processes to achieve optimal outcomes, directing the effort to transform data into actionable information, and leading various house-wide clinical improvement projects. Ling started her healthcare career in hospital operations at the NYU Langone medical center. She holds a Masters of Public Health degrees from the Mailman School of Public Health, Columbia University.
Dr. Benjamin Maser joined Palo Alto Medical Foundation (PAMF) in 1999. He received his undergraduate degree from the University of California, Berkeley and his medical degree from Jefferson Medical College in Philadelphia. He received his training in general surgery at the University of Washington, followed by three years of residency in plastic surgery in the same institution. He spent one year at the University of California, Los Angeles (UCLA) as a clinical instructor and fellow in plastic surgery and is a former member of the clinical faculty at Stanford University Medical Center. He is currently practicing plastic surgery in Palo Alto, CA
In addition to maintaining his surgical practice, Dr. Maser is currently the Physician Director of the Ambulatory Service Center (ASC) Service Line for PAMF. In partnership with the vice president, he is responsible for strategic planning, business development, quality improvement, and overall physician leadership for each surgery center within the organization. He has served on the Board of Directors for the Palo Alto Foundation Medical Group, a 1200 physician multispecialty medical group, and continued to play an active role in driving strategy for the medial group and PAMF.
Richard S. MacKenzie, MD, MBOE, FACEP is an innovative physician executive experienced in turnaround and management of Emergency and Ambulatory Medicine with multiple sites in university and community settings. As Senior Vice Chair of Operations for the Department of Emergency Medicine of Lehigh Valley Health Network, Dr. MacKenzie has indirect oversight responsibility for 75 physicians, 45 advance practice clinicians, and 150+ other staff. In addition, Dr. MacKenzie is Associate Professor of Medicine at the University of South Florida Morsani College of Medicine.Â Prior to joining LVHN in October 1997, Dr. MacKenzie was the ED medical director of the John Dempsey Hospital, the medical director for the University of Connecticut Health Center Emergency Medical Services, and Assistant Professor in the Department of Surgery, Division of Emergency Medicine at the University of Connecticut School of Medicine.
Throughout his career, Dr. MacKenzie has been actively involved with clinical quality improvement initiatives. Through the use of SPPI/Lean thinking, he has implemented processes that measurably improved clinical operations and influenced strategic goals and opportunities in the Emergency Department and Lehigh Valley Health Network.
Finding passion in these concepts, he recently graduated with a specialized MBA at Ohio State, an MBOE. "The MBOE for Health Care focuses on three health care value streams: clinical, business, and patient and family service, while improving process flow to improve patient safety and satisfaction." In addition to various publications and lectures, he has held leadership positions with the American College of Emergency Physicians, Connecticut Chapter; the Pennsylvania Trauma Systems Foundation, University of Connecticut Health Center, St. Vincent's Medical Center, JHPC EMS Division, and serves as an oral board examiner for the American Board of Emergency Medicine.
Chealsea Nather is the Director, Analytics & Clinical Effectiveness at Lucile Packard Children's Hospital (LPCH) Stanford/Stanford Children's Health in Palo Alto, California.Â At LPCH Stanford, Chealsea is leading the redesign of clinical business intelligence which is purposefully integrated into the organization's LEAN journey.Â
Before joining LPCH, Chealsea spent ten years at select academic medical centers working to define and expand clinical analytics, process improvement, and the reduction of unnecessary variation through clinical effectiveness efforts & programs.Â Her experience includes Stanford Hospital & Clinics (SHC), Children's Hospital of Philadelphia (CHOP), and Dartmouth-Hitchcock Medical Center (DHMC).Â Chealsea began her career in healthcare improvement at The Dartmouth Institute for Health Policy and Clinical Practice.Â
She holds a Master of Science degree in Evaluative Clinical Sciences from Dartmouth Medical School.
With nearly 20 years of experience in complex healthcare systems in both the US and Canada, Cindy brings a seasoned perspective to improving process and organizational performance.Â Currently Cindy is a Lean Coach with the Michigan Quality System at the University of Michigan Hospital and Health Systems.Â In addition to facilitating teams and departments through lean transformation initiatives, she leads several Lean Healthcare education courses including advanced A3 problem solving and coaching courses for leaders,Â and applied courses in PDCA cycles of improvement for medical residents and fellows.
Prior to joining University of Michigan, Cindy was with Vancouver Coastal Health in Vancouver, BC where she focused on the development course for healthcare leaders in Lean Management. She holds a Masters in Communication in Organizations from Ball State University as well as a Masters in Theology from Regent College in Vancouver, BC.
Jan Santerre has over 30 years of public company experience across multiple industries.Â Most recently she was the senior vice president of lean at Hillenbrand, Inc. where she was integral in their migration from a death care company to a global diversified industrial company. Prior to joining Hillenbrand, she held executive leadership roles in both operations and lean at Parker Hannifin and led the development and launch of the Parker Lean System, providing a consistent framework across Parker's 130 diversified divisions.Â She developed her lean knowledge and experience through leadership roles during her 18 years with Delphi Automotive Systems and General Motors and through a Delphi Fellowship, where she studied with John Shook and Mike Rother at The University of Michigan nearly twenty years ago, earning a Master of Engineering in Manufacturing.Â She holds a bachelor of science in electrical engineering from Purdue University.Â Over the course of her career she has focused on intentional culture change and is looking forward to sharing her learning to date.
Lori is currently employed with INTEGRIS in Oklahoma City, Oklahoma. In her 27 years there, she has been a Sr. Human Resource Consultant, Organizational Effectiveness Consultant, and is currently the System Director for Performance Excellence and has been responsible for Lean Deployment since 2007. Her 35 years of professional expertise has focused on coaching, organizational development, performance improvement, and leadership development with a M.S. degree in counseling/industrial psychology.
Jason Stark is the Manager of Business Intelligence for Salem Health. Jason has over 10 years of experience in health care, leading numerous teams and large projects at multiple complex health systems. He and his team are responsible for the management of large multispecialty health care projects including Meaningful Use Stage 1 and Stage 2, Epic EMR upgrades, Unified Communications Collaboration, IT Service Management, ICD-10, Magnet and many others.
In Jason's leadership roles, he has been responsible for leading a cross functional leadership team through the development of a 2013 and 2014 project implementation strategy; aligning EHR implementation with organization Strategy Deployment and FTE capacity. Jason manages a diverse team including business intelligence analysts, integration analysts, report writers, and ETL analysts who align to provide data and action plans to customers hospital-wide.
Eric Williams is the Executive Director of Gastroenterology, Hepatology & Solid Organ Transplant Service Lines at Stanford Health Care. He is responsible for the business development and operations of the service lines which includes but is not limited to an annual revenue budget of $400M gross charges and $27M operating expenses, 90 clinical and non-clinical FTEs, 20 outreach clinics, physician recruitment, strategic planning, marketing, program evaluation, regulatory compliance, and process improvement.
In 2009 he implemented the balanced score card business model in collaboration with physician and executive leadership. Subsequently, the service line produced significant gains in the areas of financial performance, operations, quality, strategic growth, and patient satisfaction which led to an expansion of his role to include the Ventricular Assist Device Program and the Advanced Lung Disease Program.
Eric first came to Stanford in 2007, when he joined an internal consultant group focused on process improvement. He worked on various projects to enhance performance using six sigma methodologies in the areas of discharge planning and patient flow. In 2012, Eric was promoted to Executive Director and his responsibilities expanded to include Advanced Lung Disease and the Mechanical Circulatory Support Programs. He started his career at Thomas Jefferson University Hospital in Philadelphia and held several progressive administrative positions before coming to SHC.
Eric earned a bachelor's degree in health policy and administration from Pennsylvania State University and a master's degree in health services administration from the University of Michigan. He is also certified as a green belt in six sigma methodology.
Beth Carrington is an independent consultant who works with client Advance Groups on their Toyota Kata management-routine learning, practice and deployment. Since 1999 Beth has been leading organizations in lean implementation, and has helped a diverse group of clients; small and large, repetitive and custom processors.
Prior to consulting, Beth has over 20 years experience in leadership roles in the personal care, furniture and automotive industries. Beth is one of the University of Michigan and LEI Toyota Kata instructors.
Kim Barnas has a Master’s of Science in Health Care Administration and is the former Senior Vice President of ThedaCare, author, and faculty member at ThedaCare Center for Healthcare Value.
Kim has enjoyed the opportunities provided by ThedaCare as they have been on their lean journey for the past nine years. The ThedaCare Improvement System (LEAN) path started with Value Stream mapping followed by improvement events, and projects. She was involved in leading two of the initial Value Streams for OB and Cancer Services.
As the journey continued, a new challenge emerged-the need for a systematic method to sustain improvement, clarify daily continuous improvement opportunities and deliver on strategic deployment. To meet this need, Kim and her team led the development of a management system. This lean management system is designed to deliver improved performance through a predictable process that develops leaders, identifies defects, solves problems and develops people.
Her latest efforts include authoring Beyond Heroes: A Lean Management System for Healthcare.
Eric Ethington has passion for lean, and over 30 years of work experience feeding that passion. Starting as an Industrial Engineer with General Motors’ AC Spark Plug Division, Eric learned early that continuous improvement required a balance of technical knowledge and interpersonal skills. In 1998 Eric began a lean implementation leadership position with Delphi’s Energy division in Flint, Michigan. During this same time, Eric coached cross-functional teams and met one of his most influential mentors, Yoshinobu Yamada. From 1998 to 2002 Eric spent over 50% of his time learning from Mr. Yamada in a variety of plants and situations throughout Delphi. This experience helped him to understand that lean transformations are very case-by-case; success is not achieved and sustained from a check-list.
In 2001 Eric moved to Delphi’s World Headquarters as the manager of the corporate lean support team. He piloted the Lean Enterprise College where he was introduced to the A3 process as it was a featured segment in the training with the support of John Shook. After Delphi, Eric worked at Textron before founding Lean Shift Consulting in 2009, focusing on developing others to be lean leaders and transform their own organizations.
Since 2009 he has also supported the LEI Lean Enterprise Partners Program. Eric holds a Bachelor of Science degree in Industrial Engineering from Kettering University (formerly GMI), an MBA in Operations from the University of Michigan, Flint campus, and is a certified Six Sigma Black Belt in Design. He and his family call Grand Blanc, Michigan home; although if you cannot find him there, Eric is probably hiding in the woods in northern Michigan
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 the vice president of customer success at 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 San Antonio, Texas.
Kathi Hanley is the unique People Centered Lean expert that has actually “been there” and understands the depth of change that must happen in an organization to successfully drive improvement. Kathi combines her knowledge of Lean gleaned from thirteen years at Toyota, consulting experience with Fortune 500 companies, and executive officer experience at Carpenter Technology Corporation. This combination of experience means that Kathi has actually done it, not just talked about it.
Kathi began her career as a social worker with a BS from the University of Kentucky. She brings this knowledge of social systems and basic human motivation to the development of effective culture change strategies. Kathi arrived on the scene at Toyota Motoring Manufacturing in Georgetown, KY during their start-up of operations in North America. Among her responsibilities at Toyota from during her tenure were Quality Control of parts and completed vehicles, Human Resource Development, Organization Development, and Strategic Planning. A major role she played was the creation of curriculum for incoming leadership that where not yet experienced Lean leadership methods and behaviors.Â Â
Serving in her role as Senior Vice President of Organization Effectiveness for Carpenter Technology Corp. (NYSE:CRS) she had global functional responsibility for Human Resources, Safety, Information Technology, Lean, and Asset Protection for this $1.8 Billion company. Her efforts at Carpenter contributed to a 12% reduction of SG&A cost to the corporation as well as a $20 million reduction in inventory.
Subsequently started consulting in order to bring her experiences to top executives of companies to help combine effective strategies in the area of Lean, human resource systems, and corporate best practice to drive critical improvements to their business.
As a senior advisor to the executive group Kathi was instrumental in the development of a quality effectiveness improvement strategy for Ford Motor Company in 2006 titled The Way Forward.
Other clients served include Calloway Gardens, Gates Group Companies, Atlanta Unity Church, and Lee J Howard Entertainment as well as many other companies large and small. .Currently Kathi is the People Systems Practice Manager for The Murli Group a critical element of the Lean management system. The practice encompasses HR systems and practice, lean leadership behaviors, and problem solving for every level. In her role she conducts research in order to maintain the organization’s curriculum at the leading edge of thought in the field, and assures consistent execution across the organization.
Karl Hoover has been leading change in healthcare for over 33 years bringing extensive experience and success to his consulting including 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 a strategy consultant for Group Health Cooperative in Seattle WA, working directly with the CEO and the executive leadership team in creating and implementing the Group Health lean management system across the corporation.
Now managing his own consulting firm, Karl’s lean expertise includes development and implementation of a comprehensive lean management system, education, facilitation, executive development and management coaching. Karl holds a Bachelor of Science in Psychology and a Master’s in Audiology, both from Washington State University
As a Business Unit Manager at Pratt & Whitney Joe was deeply involved in the Lean transformation that Jim Womack called "the acid case" of lean transformation in his book Lean Thinking.
Knowledge gained from this was further applied as General Manager of China’s first aviation industry joint venture, Chengdu Aerotech. This business was built from the ground up, utilizing Lean Management System methods in supplying jet engine components for markets world wide.
As director of Operations for the Ensign Bickford, Company, an explosives manufacturer serving oil & gas exploration, mining, aerospace and defense industries Joe led a companywide Lean transformation. This led to the company dramatically improving customer service, quality, and efficiencies all while maintaining technical preeminence in the field of advanced energetics. Ultimately the company went on to win the Shingo Prize for operational excellence.
As the COO of a startup venture Sterling Autobody, he led the development of a revolution in the automobile repair industry at large. Utilizing Lean Management Systems to coordinate technicians, insurance companies, parts suppliers, and customers the company successfully reduced cycle time, improved quality, and delighted customers simultaneously. After rapidly growing to 32 locations nationwide this venture was eventually sold to Allstate Insurance Company.
As Vice President of Manufacturing at the Kamatics division of Kaman Corporation he led a restructuring of operations that doubled on time delivery performance while reducing lead times by 88% for over 75% of the product line.In 2002 The Murli Group was established as a Lean Management System coaching organization that is dedicated in helping companies through every
Mike brings over 20 years of experience in operations, manufacturing, IT, and the application of Lean to Service industries. He is passionate about bringing mindfulness to the workplace through hands-on application of team-based daily problem solving, continuous improvement, and adaptation. Mike is also an instructor and assessor with the Shingo Institute and Adjunct Professor and Coach with The Ohio State University’s Fischer School of Business.Â
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.
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.
MaryJeanne Schaffmeyer currently serves as COO for the Hospital Division of ThedaCare and has 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 leads the spread of BPS throughout the expanded division and is currently working with a development team to improve and expand the current BPS standard work.
Tom is a 30-year veteran in various manufacturing environments within General Motors Corporation. Tom has also spent two-years at New United Motors Manufacturing Inc. (NUMMI), the GM-Toyota joint venture, working within the Toyota Manufacturing System and performing lean assessments of Toyota facilities in Kentucky and Japan. Tom has co-authored two books on Lean, Value Stream Management and Value Stream Management for the Lean Office, both published through Productivity Press, Inc.
Tom is also a co-author of Mapping to See - A Value-Stream Improvement Kit for Office and Service, published by the Lean Enterprise Institute. He has a Bachelor of Science degree from Michigan State University, and an MBA from Western Michigan University. He currently aids companies implementing lean through an investment group that purchases small manufacturing firms and helps turn them around and as a member of the consulting group Lean Transformations Group.
Judy Worth got her first introduction to lean from one of her business partners, who left their company in Lexington, KY, to work at the start up of Toyota's first North American plant in Georgetown, KY. She got additional exposure to the value-stream mapping tool when she served as instructional designer for LEI's Mapping to See Kit for lean in office and services. For the past nine years, Judy’s focus has been on implementing lean in healthcare. She has extensive experience facilitating value-stream mapping workshops in healthcare organizations, including hospitals and primary care and has also provided training and coaching services for healthcare in-house lean facilitators. Judy is the co-author of the LEI publication, Perfecting Patient Journeys, a step-by-step guide for moving from value-stream mapping to sustainable continuous improvement.Â She is also co-author of a white paper on lean competencies, "Building Capability for Success with Lean: The Critical Competencies" She currently aids companies implementing lean through the Lean Transformations Group.
David has been a performance improvement consultant and coach since 2000. Prior to that, he worked for North American Toyota for fourteen years, first as an internal change agent and later as the Manager of Human Resource Development. David has worked with clients in manufacturing, healthcare, service, finance and higher education in North America, Europe, the Middle-East, Asia and Australia. His training and experience have focused on process management and improvement, leadership development, coaching, building PDCA problem solving skills and support of cultural change for lean. David is a founding partner in the Lean Transformation Group (LTG).) LTG uses value stream mapping a tool to help clients learn the problem solving and leadership skills to improve their processes and increase performance of their businesses.