Spring 2008 - Memorial Hospital of South Bend

“I can’t overemphasize the rigorous
training our Black Belts and Green
Belts went through. GE’s training
was months-long, data-driven, heavy
on critical thinking and decisionmaking
and very intensive,” says
Matt Krathwohl, executive director
of Performance Excellence
(Memorial’s brand for process
improvement that includes Lean
and Six Sigma tools). “Now our
Black Belts and Green Belts are
applying that learning to real life
challenges at Memorial.”
“I was the director of the pharmacy
when I took this position,” says Black
Belt Jim Goshert. “It’s definitely
unlike anything I’ve ever done
before. In fact, I wish I had done this
a long time ago. It would have been
useful in my role as a manager.
The things you learn can be applied
to improve and control processes
in any department.”
Using Six Sigma principles, Goshert
and his team took on the task of
improving case cart accuracy for
Memorial’s surgical team. It was
one of five training projects that
the Performance Excellence team
members undertook at Memorial
after completing their certification.
By ensuring the timely and correct
presentation of surgical instruments,
patients are less likely to be delayed
or rescheduled, making a better
experience for everyone.
Some surgeries require an enormous
amount of equipment. In the past,
the Sterile Processing Department
would ensure surgery received all
case carts by 6 a.m. With all that
equipment around, nurses, doctors
and staff barely had enough room
to walk the hallways. Now that the
improved process only allows for
10 case carts at a time, it opened
up that area tremendously.
“Another type of issue can occur
when say two or three hip surgeries
are scheduled for one day,” says
Goshert. “Now say each of those
surgeries require the same piece
of equipment, an item we only have
one of. Throw in the fact that this
equipment needs to be sterilized
after each surgery. Now these highdemand
pieces are highly trackable,
with one dedicated Sterile Processing
representative to handle calls.”
Safety has improved not just in
surgery but for all employees
working in that area of the hospital.
Preparing carts closer to surgery
time helps decrease clutter and
reduce the likelihood of incomplete
carts and delayed surgeries.
Financially, this project saves
Memorial $1,231 per week,
or $64,000 per year.
“I have strongly supported this
project from the beginning,” says
Jayne Mitton, R.N., executive
director of Surgical Services.
“As with all projects, the process
is still a work in progress, but has
a tremendous potential, and it
shows great collaboration
between departments.
“An added bonus is that anytime
you’re trying to improve processes,
you’ll find something else you
can improve upon,” says Mitton.
“It’s helped us see other areas
for improvement, which is
always helpful.”
“My team on the surgery cart case
was outstanding,” says Goshert.
“Johan Kuitse, Mark Wilson, Darla
McAllister and Greg Piper, who was
a co-sponsor with Jayne Mitton.
They are so energetic about this
process. They are the reason we
made this happen. I can’t say
enough about them.”
Never Stop Learning
Memorial’s Black Belts and Green
Belts have earned a certificate of
achievement for successfully completing
the Lean Six Sigma Black Belt and
Green Belt Development Program.
Black Belts
Diane Freel
Carey Gaudern
Jim Goshert
Sandy Kowalski
Tom Merry
Green Belts
John Albright
Ken Anderson, D.O.
Cindy Crawford
Yolanda Emley
Matt Krathwohl
Johan Kuitse
Darla McAllister
CJ Paulausky
Julie Phillips
Greg Piper
Barb Ponder
Tracee Siade-Jones
David Sipp
Janet Sipp
Deidra Turner
Mark Wilson, R.N.
He also couldn’t say enough about
the partnership with GE that has
made all of this possible. “If
Memorial can continue to use this
training, and get even more and
more people trained, we will have
a brighter future,” says Goshert.
“Because every process we improve
in our individual departments
improves Memorial.”
SPRING / SUMMER 2008 › www.qualityoflife.org
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