Greg Donithan Email & Phone Number

Over 25 years of lean experience. As a respected change agent, Greg mentors and coaches organizations to strive for excellence through innovative Lean solutions. He has a passion for Continuous Improvement and the Concept of Zero. This inspiration for striving for a culture of excellence originated during his tenure at Toyota Motor Manufacturing Kentucky (TMMK) and Kamigo Plant in Japan.Greg has hands on experience of implementing and coaching TPS & TPM principles in manufacturing plants, healthcare organizations, nuclear facilities, and food manufacturing plants. He has successfully led leadership and core teams with a proven track record of safety and quality improvement, process improvement, cost reduction, HCAHPS (Customer Satisfaction) and patient flow improvement.Specialties: Lean Cultural Transformation / Continuous Improvement / Kaizen / A3 Thinking / GEMBA / 6S / TPM / Standardized Work / Kamishibai / Root Cause Analysis / Problem Solving & Quality Circles / SMED (Quick Change-over) / Patient Satisfaction / Patient Flow / Value Stream AnalysisLed healthcare organization to achieve Level IV Excellence Award, which is the highest level given by the KYCPE (Kentucky Center of Performance Excellence). Some Examples of Manufacturing and Healthcare Improvements:- Improved uptime by 40% on key equipment while engaging employees and teams which also lead to PM compliance improving from 45% to 91%, improved flow and on-time delivery.- Supported food / beverage manufacturer in lean enterprise transformation engaging leadership and employees to improve flow, reduce complaints, and reduce cost of manufacturing. One facility was able to improve capacity to bring product back into the site reducing $1.2M outsourcing costs. - Engaging leadership and teams in tiered huddles and daily improvement enabled one value stream to improve OEE by 39%-Greg led one transformation for an automotive supplier in which efficiency improved by 20%, setup time reduction decreased by 50%, and significant improvements were made in quality and on-time delivery. These improvements utilizing lean and maintenance excellence (TPM) resulted in savings of over $4 million. - Overall Appropriate Care Measures (Core Measures) improved from 78% to 99%- Emergency Department Satisfaction Score improved from 25th percentile to 85th percentile- Patient Flow improved by reducing ER boarding by over 30%- Operating Room On-time Starts improved from 45% to 80%.- Nursing Supply Room and Charge Capture improvement of 25% utilizing 5S

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  Morehead State University