Current Topic...

February and March 2016 Events!

Healthcare Professionals – look below to see NINE highlighted Healthcare presentations and a one-day workshop at

Lean and Six Sigma Conference (click for detail)

When: February 29 – March 1, 2016

Where: Pointe Hilton Tapatio Cliffs Resort, Phoenix, AZ

M13 – Quality Leadership in Medical Education

Patrice Griffith  - Director, Quality, Safety and Outcomes Education, University of Texas Southwestern Medical Center, Flower Mound, Texas

M22 – Manage Human Aspects to Sustain Lean Six Sigma Gains in Hospitals

Anita Murthy, MD - Manager of Clinical Quality Improvement, Universal Health Services Inc., King of Prussia, Pennsylvania &

Andrew R. Ganti, LSS MBB,  - Senior Management Engineer, Universal Health Serivices Inc., San Ramon, California

T02 – Injecting the Fundamentals of Change into Healthcare

Patricia W. Morrill, PMP, EDAC - President, PM Healthcare Consulting, LLC, Caledonia, Wisconsin

T10 – Lean Laboratory Leadership Standard Work

Otelah M. Perry, MS, MT(ASCP), ASQ CMQOE, LSSBB - Senior Value Performance Specialist, Dartmouth Hitchcock Medical Center, Windsor, Vermont

T12 – Publicly Reported Healthcare Measures and Six Sigma

Barb Cash, MHA, ASQCSSBB - Quality Systems Manager, Deaconess Hospital, Evansville, Indiana &
Beth Kroft - Lean Six Sigma Black Belt, Deaconess Hospital, Evansville, Indiana

T16-OpX Walk: A Lean Approach to Working Smart, Wasting Less

Nidia Williams, PhD, MBB, CPHQ -Administrative Director, Operational Excellence (OpX), Lifespan, Providence, Rhode Island &

Cathy Duquette- Executive Vice President, Nursing Affairs, Lifespan, Providence, Rhode Island

T19 – Leading Lean Six Sigma in Complex Healthcare Systems

Kathryn Summers, CAPT, USN, Ret - Director Lean Six Sigma, Sharp HealthCare, Coronado, California

T20 – Lessons Learned Beyond Process Improvement Training

Jarvis Gray, MHA, ASQ CMQ/OE - Director of Performance Improvement, Piedmont Healthcare, Tucker, Georgia

T25 – Improving Patient Throughput and Experience in Primary Care

Sarah J. Skeeters, MBA - Director of Clinical Services, Central Illinois Division, HSHS Medical Group, Pleasant Plains, Illinois &

Katie L. Castree, MHA, CSSBB - Senior Performance Improvement Specialist, Hospital Sisters Health System, Belleville, Illinois

Creating a Lean Management System
One Day Workshop - March 2, 2016

Co-sponsored by the Healthcare Division & Lean Enterprise Division

Is your organization struggling to sustain improvement gained through the application of lean principles? Are you facing challenges to implementing daily improvement and aligning work to strategic goals?

Managing a lean organization requires a different type of leadership and a shift from management-by-objectives to management-by-process.  This education experience describes how leaders can become thoughtful problem solvers who engage frontline staff in continuous daily improvement, while focusing and aligning their team’s efforts toward true north.

Learning Objectives:

  • Apply concepts from the ten interconnected components of a lean management system as practiced by ThedaCare.
  • Describe the purpose of calendar and daily leader standard work.
  • Learn how to cascade information effectively throughout the organization to create and sustain a system of continuous improvement.
  • Articulate how lean tools can be integrated into the daily work of teams.
  • Describe how the organization can maximize the skills and capabilities of employees.
  • Understand how employee coaching and mentoring can occur on a daily basis.

Presenter: Maryjeanne Schaffmeyer

MaryJeanne Schaffmeyer recently retired as the COO of 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 system to support leaders to understand their business and 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. In this system, leaders were able to develop teams that would drive performance improvement on a daily basis.

As the Chief Operating Officer for the Hospital, Care Transitions and Homecare Division at ThedaCare, MaryJeanne lead 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.

Add a Comment