Operations Manager resume example

Responsibilities: Lean System Consultant is an enterprise-level lean leader responsible for developing the workforce and lean management system across Wellstar. Mentored, coached, and supported all levels of the organization in the development and execution of strategic plans and critical service line initiatives, guiding a sustainable cultural and operational transformation throughout Wellstar Health System.

Accomplishments:

• Designed critical lean infrastructure, including lean training (Lean Basics, Intro to A3 Thinking, 5S Training), standard lean tools (A3, Standard Work Playbooks, MDI / Kamishibia Playbooks, etc.), standard work development (Steering Team SW, Leader SW, RIE SW, etc.), and program management infrastructure (document library, participation tracking, storyboard standards, etc.).
• Lead Throughput Value Stream Mapping initiatives in response to COVID surge requirements, resulting in 6 of 9 hospitals meeting target Length of Stay.
• System Lean Leader driving HAI improvements across 11 hospitals producing standards for managing central lines and urinary catheters (maintaining 0.984 SUR for central lines through COVID, and reducing CAUTIs by 44%).

Responsibilities: Enterprise Operations Manager for 102 hospitals, managing enterprise throughput initiatives, best practice adoption, and standardization of enterprise contracting; works directly with Regional Presidents in the improvement of operational models, designing strategies for long-term growth and implementing a foundation for organizational transformation.

Accomplishments:

• Successful implementation of Managing for Daily Improvement (aka Lean Daily Management) in 11 hospitals and 3 business offices, thus engaging more than 8,000 employees in driving strategic KPIs and daily continuous improvement
• Managed process design, standardization, and execution of enterprise-wide adoption of Medicare Annual Wellness Visits increasing visits by 200% and contributing $10M of net revenue p.a. in collaboration with SVP of Physician Practices, CMIO, front-line physicians, and third-party vendors
• Forged partnerships with hospital and corporate leaders while deploying an enterprise-wide capacity management system, exceeding targets in leveraging software to improve flow and adopt best practices
• Spearheaded the creation of market command centers to govern patient flow, transfers, transport, EVS, and post-acute placement in multiple markets

Responsibilities: Support oversight for 10 high priority hospitals in strategic planning and execution process. Orchestration of strategic initiative activities across the enterprise.

Accomplishments:

• Guided Regional Presidents and Market executive teams through strategic planning and deployment process using proven lean methodologies (Hoshin Planning, Transformation Plan of Care (TPOC), Strategy A3s, etc.), driving results such as:
• Redesign of ED layout by facilitation of 2P event, reducing door to provider time by 50%, LWOT from 3.3% to 1.3% and overall LOS to 60 mins
• Successful initiatives to drive volume and reduce costs such as direct-to-employer contracting to capture out-of-network patients, targeted recruitment activities t (+18% Cardiology, +12% CV Surgery), and physician partnerships (+21% Bariatrics)
• Implemented KaiNexus for strategic planning management, project management, and continuous improvement activities across 9 markets (21 hospitals)
• Secured per site savings of $4M (2015); $4.6M (2016)

Responsibilities: Mobilized lean TPS-style management system across five strategic markets with direct transformational oversight in five acute care hospitals; mentored and managed site improvement team; worked as executive coach aligning all levels of hospital and physician leadership to market strategic plan.

Accomplishments:

• Worked directly with the Market CEO to achieve $9 million in net revenue enhancements
• Revenue Cycle gains including improved order intake process from 250 minutes to 6, increased POS Collections from $5k to $35k/mo, reduction of unbilled days, increased net revenue by $500k in charge capture improvements
• Managed improvements alongside surgeons and hospital leadership in the areas of Flash Sterilization reduction (12% to 4%); throughput efficiencies in PAT (-20m), Prep (-40m), OR TAT (-9m), PACU (-22m); 11% operating expense improvement; Endo LOS (-30m); and standardization of cash pay pricing across multiple campuses
• Designed processes to manage labor, cutting overtime by 47% saving approximately $1.6M p.a.

Responsibilities: Developed strategic initiatives via Value Stream Analysis, then lead cross-functional teams in the re-engineering of processes via Rapid Improvement Events, Projects, leader standard work, and gemba walks; ensured success and sustainability of improvements.

Accomplishments:

• Worked directly with Inpatient, Trauma, and Emergency Department leaders, physicians, and staff to improve key performance indicators including:
• Reduction of Door to Provider time of 77 minutes to 9; Request to Bed less than 60 minutes, LWBS improvement from 7% to 1%
• Cut supply inventory in half though optimization of supply flow and supply management
• Labor expense reduction from $103/stat to $88/stat.