Our Team
Judy Worth
Sixty-two hospitals completed the Lean portion of 
the collaborative and reported their project results to the entire group last December. While the focus of the collaborative was improving Length of Stay in the ER, many of the participants found the enhanced communication and teamwork inside the ER and flowing out to units in the hospital, the lab, radiology and emergency medical services to be equally valuable.
Margaret Verble
Although I haven’t mentioned it on this page before, writing is a large part of my professional life. I write for two hours every morning before I come into work, and then often I come in and write some more. Some of my writing is ghostwriting I can’t discuss, but I’d like to alert you to pieces that will appear under my name either later this winter or this spring.
Judy and I have a new article scheduled for the March issue of Progress in Transplantation. It is entitled, “Addressing the Unintended Adverse Consequences of First-Person Consent and Donor Registries.”
David Verble
At the moment, I'm most focused on a new concept, Leading Culture Change from the Hubs, that I believe is the wave of the future in lean continuous improvement.
Contact VWV
Verble, Worth & Verble
165 Constitution Street
Lexington, KY 40507
Phone: 859-254-0883
Fax: 859-233-1188
Judy Worth
Objective
Consultant/coach/trainer for “Lean Office and Service” implementation
Experience
1982–present Partner, VERBLE, WORTH & VERBLE, Lexington, KY
2011-present Partner, Lean Transformations Group, Belleville, MI (Senior Associate of Lean Transformations Group 2007-2011)
2007-present Workshop Faculty, Lean Enterprise Insitute, Cambridge, MA
Consultant/Coach/Trainer
Most recently employed as OD consultant to support organizations, managers and employees that want to achieve their goals for improved performance, individual and group development and development of more effective work practices and relationships, with a focus on Lean transformations.
Examples of accomplishments:
- Consulted with and co-facilitated a Lean Learning Collaborative focused on implementing electronic health records in primary care pratice.
- Consulted with and co-facilitated a Lean Patient Centered Medical Home Learning Collaborative for 18 primary care clinics.
- Consulted with and co-facilitated an Emergency Room Learning Collaborative for 60 hospitals focusing on improving patient flow and quality.
- Consulted with and coached senior management and staff of a tertiary acute care hospital to help them implement a hospital-wide Lean transformation initiative in multiple value streams.
- Facilitated a Lean initiative to improve patient flow in an emergency department in a 170-bed acute care hospital following the consolidation of two smaller hospitals.
- Facilitated a Lean initiative on improving patient flow in the Transplant Center of an internationally recognized medical and surgical clinic.
- Facilitated a Lean initiative to improve the cash flow process for a mid-west construction company that focuses on commercial and industrial construction, including hospitals.
- Worked with staff members of the Lean Enterprise Institute in Boston, MA, and consultants from the Lean Transformations Group to develop LEI’s new kit, Mapping to See: Value Stream Improvement for Office and Service.
- Consulted with a national health group to develop in-process meaures to assess the effectiveness of their national hospital organ donation process.
- Trained and coached a work group charged with developing process maps and standard operating procedures for the human resource development services of human resource division of a municipal government.
- Trained and coached a work group charged with developing process maps and standard operating procedures for the administrative services unit of a municipal division of sanitary sewers.
- Consulted with and coached a management work group on establishing a process to implement the federal paperwork reduction act in their organization.
- Co-facilitated the reorganization of the customer service division of a regional electrical utility company, reducing the number of customer service operations from 20 to 12 and eliminating 75 jobs through attrition.
- Co-facilitated the restructuring of a human services organization from a centralized operation to decentralized neighborhood and community based service delivery.
- Consulted with and coached a management work group to help them design and implement a federally mandated “Results Oriented Management and Accountability” system within their organization, using it as a tool to integrate all planning, monitoring, reporting and evaluation activities within the organization.
Education
University of Kentucky Lexington, KY
- 36 hours graduate coursework in social and educational psychology, organizational behavior, instructional design, public relations and journalism
- M.A., Curriculum and Instruction
Harding College Searcy, AR
- B.A., English
Additional training
- The First Global Lean Healthcare Summit, June 24-26, 2007, Goodrich, Ross-on-Wye, Herefordshire, England
- Steelcase Lean Office Training, January 17-19, 2004, Grand Rapids, MI
- Creating Continuous Flow Workshop, June 9, 2004, Erlanger, KY
- Making Materials Flow Workshop, December 4, 2003, Albuquerque, NM
- LEI Seventh Annual LEAN Manufacturing Conference, April 30, 2001, Dearborn, MI
Memberships
- American Management Association
- Institute for Healthcare Improvement
Community Affiliations
- District Board, Fayette County Extension Service, Treasurer
- Rotary Club of Lexington
- The Fayette Alliance, Board Member