Empowering problem solvers at every level

Fully supporting 15 hospitals and 35,000 associate would not be feasible if our improvement team of 11 owned all improvement work.  Instead, we had to build structures, processes, and discipline so every associate in the organization could engage in improvement work. 

Before we could ask people to "start improving," we needed to provide clarity around system goals and their connection to them.  We needed leaders that could coach and support.  We needed a standard set of tools to be leveraged at all levels of the organization.  And we needed clarity regarding their role in driving progress.

Our Management System is unlocking the power of every individual enabling the organization to consistenly meet and exceed our goals, creating a better culture for our associates and better care for our patients.  It has become how we do business at OhioHealth.

describe the importance of helping your associates understand their purpose and how they connect to the mission and vision of the organization.

Design methods to incorporate improvement principles in the day-to-day and month-to-month management of the business

explain the value in utilizing system standards for leadership engagement and tools/process

Author

Todd Schneider is a Senior Lean Advisor in the Lean Promotion Office for OhioHealth.  He has a B.S. in Industrial Engineering & Management from North Dakota State University and has a Master's in Business Administration from Florida State University.  Todd has over 20 years of PI experience in pediatric, for-profit, and not-for-profit health systems.  He is also a lecturer in the Integrated Systems Engineering department at The Ohio State University and previously served as an examiner for Florida's Baldridge-based quality award. Todd is a Senior Member of IISE, a Fellow in the Healthcare Information and Management Systems Society, and is a Diplomate and past-president of IISE's Society ofr Health Systems.