Presented by Mike McGowan, Director of Process Excellence at Marietta Memorial Hospital. Mike will share principles, methods, and lessons learned that can be applied in any industry. Healthcare has learned from manufacturing, so here is our opportunity to learn back from healthcare. Learn how Memorial Health System uses training and five specific roles to build and spread a culture of continuous improvement Hear what MHS has done well and where we could improve Discuss the leadership behaviors necessary to accomplish a culture change

1. How a Community Hospital is Creating
a Culture of Continuous Improvement
Host: Mark Graban
KaiNexus
Mark@KaiNexus.com
@MarkGraban
Presenter: Mike McGowan
Marietta Memorial Hospital
MMcg@mhsystem.org

2. Webinar Logistics
• Presentation (45 minutes)
• Q&A (10 minutes)
– Use the GoToWebinar
Meeting Panel to
submit a question any time
• Recording link & slides will be sent via email
– Also see the “Handouts” box and a link in the chat box

3. § Director of Process Excellence, Memorial
Health System, 2013 – 2018
§ Senior Director Ancillary Services,
Memorial Health System, 2011 – 2013
§ Master’s of Business Operational
Excellence, The Ohio State University, 2014
* mmcg@mhsystem.org
Mike McGowan

4. How a Community Hospital is
Creating a Culture of
Continuous Improvement
KaiNexus Webinar
November 28, 2018
Mike McGowan
Memorial Health System

5. OBJECTIVES
• Learn how Memorial Health System uses training and five specific
roles to build and spread a culture of continuous improvement
• Hear what MHS has done well and where we could improve
• Discuss the leadership behaviors necessary to accomplish a culture
change

6. Memorial Health System
• Located in Southeastern Ohio, serving both Ohio and West
Virginia
• Two hospitals, three emergency departments, and two
urgent care centers
• 2,500 employees
• 300 employed physicians
• Started our improvement journey in 2013

7. CI TEAM
• Six Lean/Six Sigma black belts led by a director.
• Director – Masters of Business Operational Excellence from The Ohio
State University
• Black Belts successfully completed online training and coaching
through MoreSteam

9. Strategy to Create New Culture
• BY 2021:
• Embed a black belt in eight “high profile” departments (example:
Surgery, Pharmacy, Imaging, Lab, Nursing, Materials)
• Train 2000 frontline staff as white belts
• Train all current and new leaders as yellow belts
• Have at least 10 leaders complete work to earn green belts

10. WHITE BELT
•Understand the structure and goals of Lean/Six Sigma
(LSS)
•Uses basic LSS vocabulary terms
•Enters Opportunities for Improvement (OI’s) in
KaiNexus
•Participates on project improvement teams

11. YELLOW BELT
•Understand BASIC Lean/Six Sigma (LSS) concepts and
tools
•Starts and leads A3 improvements
•Participates on project improvement teams and
assists with white belt training

12. GREEN BELT
•Has successfully completed three A3s under the
guidance of a black belt
•Starts and leads A3 improvements
•Participates on project improvement teams
•Assists with training yellow and white belts in their
respective departments

13. BLACK BELT
•Works with leaders to identify gaps and select
improvement projects
•Coaches, mentors, teaches, monitors, and leads
improvement projects
•Responsible for LSS implementation and culture
change
•Trains green, yellow, and white belts

14. CHAMPION
•Executive leader who drives improvement initiatives
•Helps select projects and removes barriers to
improvement
•Supports change and develops a culture of continuous
improvement.

15. How are we doing?
•221 white belts
•219 yellow belts
•0 green belts
•1 black belt embedded (pharmacy)

16. What have the impacts been?
•People across the system are using more and more of
the terminology
•Leaders are more focused on data driven
improvements
•Most departments are huddling
•Front line staff are energized and engaged

19. What have we done well?
•Good support from executive leadership
•Completed improvements in a wide variety of hospital
departments (finance, physician clinics, pharmacy)
•Coaching leaders, students, and ourselves
• Implemented improvement software

20. What can we do better?
•Better involvement from executive leaders
•Leaders still struggle to rush to solutions before fully
defining and studying the problem
•Do more coaching within our team
•Provide more timely updates to improvement
software.
•Need a defined process of resourcing CI staff

21. Culture creation has been derailed
•Health System is facing financial challenges
•Had to delay the development of CI team and hence
embedding process and become coaches for entire
leadership team
•New process should provide a better process to use CI
team

22. Value Enhancement Basics
•Goal is to reduce our cost per unit of service
• Business Growth & Development
• Increase volume and revenue
• Available resource: Business Development – Shawn and Marcy
• Waste Reduction
• Decrease cost/waste and improve processes
• Available resource: Continuous Improvement team – Mike
• Financial coaching

25. Financial Impact
• 260 total projects
• 146 JDI
• 114 A3
• 75 no value
• $32,940,781 proposed enhancements
• $1,611,408 realized in FY 18
• $22,521,303 potential
• we expect to realize $8,645,520 in FY 19

26. New Feature

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Our Next Webinars

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Thank you! / Q&A
Host: Mark Graban
KaiNexus
Mark@KaiNexus.com
@MarkGraban
Presenter: Mike McGowan
Marietta Memorial Hospital
MMcg@mhsystem.org