Sierra Kings District Hospital, Reedley, California 2007 - 2008 Spearheaded Six Sigma program methodology, defining strategic vision, identifying specific project goals, and establishing quantitative measures for turning vision into reality.
Formulated goals plans and set timelines for moving from existing performance levels to Six Sigma performance levels.
Prepared deployment plans and provided coaching and guidance to Green Belt Six Sigma professionals.
Led and managed multiple healthcare projects resulting multimillion-dollar savings.
Significant Achievements: Launched and implemented project to reduce inpatient registration processing time from 60 minutes to 10 minutes, saving $300,000.
Managed project teams, including Champion,Stake holders, Black Belt, Green Belt, and managers.
Launched and implemented project to reduce lab processing time from 2 hours to 45 minutes, saving $100,000.
Developed proposals for project approval and serving as team focal point and goals.
Used DMAIC methodology to improve radiology processes and reduce transcription rework processing, cutting costs by $250,000 and increasing Six Sigma score from 2.5 to 5.0.
SR LEAD PRINCIPLE CONSULTANT January 2012 to CurrentElderberry Management Group － Fresno, CA
DIRECTOR OPERATIONS & PERFORMANCE IMPROVEMENT EXPERT Drives Productivity, Efficiency, Quality and Cost Improvements, including Multi- Million Dollar Savings within Healthcare and Global Federal Government Operations.
10+ years of Leadership Operational experience combined with Six Sigma expertise with proven ability to lead, develop and train multi - disciplinary teams to achieve million - dollar savings which resulted in top performing support service departments.
Progressive leader, driven to continually improve employee involvement and refine work environments to strengthen bottom line results and standardize work processes.
Poses strong background as operational executive leading plant, operations, construction services supply chain management, hazardous material management, environmental services, nutrition services, supply chain management, hazardous material management, environmental services, communications, security, clinical technology, environmental health & safety, project management and lean six sigma program development with proven record of improving, performance, increasing customer satisfaction and exceeding Federal and state regulatory requirements.
ROI & Profitability Increases - Supply Chain Logistics/ Transportation Productivity and Quality Improvements - Enviromental/ Plant Operations Hidden Waste Elimination/ Cost Reduction - Facility Management/ Plant Operations Lean Training & Change Facilitation - Nutritional Services/ Clinical Technology Standardization of Best Practices - Enviromental Services/ Security Management Presently consulting with different healthcare systems to coordinate with leadership to mentor facility and program planning budget preparation, administering hospital policy formulation.
Working closely with the Chief Executive Officer to ensure the hospital meets necessary regulatory and compliance approvals and quality accreditations in conjunction with the hospital's Chief Nursing Officer .Consulting with the HR department to create an environment that will encourage the recruiting and retention of qualified hospital employees.
Assisting in planning of new services that generate additional sources of profitable revenue and managing costs by continually seeking data that will identify opportunities and take action to eliminate non-value costs in conjunction with the hospital's financial and nursing officers Participating in the hospital's monthly operation reviews as well as participating in corporate office meetings as deemed necessary.
Also help implement a new performance improvement initiative across all the medical centers and clinics.
SR LEAD PRINCIPLE CONSULTANT Kaiser Permanente － Pleasanton, California
Directed implementation of systems planning and recommended alternative processes that would enhance current or anticipated system changes supporting the Incident Management strategy.
Communicated with stakeholders the development of comprehensive business cases with cost, service, and benefit dimensions of proposed projects that were used at management and executive levels for funding and scope decisions.
Planned communication and change management strategy for Incident Management processes and the preparation of documentation to communicate, audit and validate the incident management process.
Identified other initiatives that exist and provided business analysis to ensures that efforts are not duplicated.
Consults on business process reengineering, tutors other project participants from the Service Desk in effective reengineering methods and practices insuring the deliver in a timely manner.
Identified opportunities for increasing business efficiency through improved manual and automated process systems Implemented and created audit plan to audit the end to end incident management process across all APO groups and vendors.
Significant Achievement: Team was able to improve the service level agreement wait time for IBM and Verizon from 60% to 88% of the time for high and critical problems.
Team was able to make improvements in the low and medium resolution time with vendor like IBM and version for wait from 75% to 90% of the time.
Team implement a brand new process flow management enterprise solution business process analysis Provision across 24 Kaiser medical center.
Building dashboard metrics and structure.
SR LEAD PRINCIPLE CONSULTANT January 2011 to January 2012Sutter Gould Medical Foundation － Modesto, California
One of the nation's leading health care organizations delivering quality care Directed implementation of Lean Six Sigma Performance Improvement (PI) program.
Major responsibilities included serving as leader accountable for strategically aligning, prioritizing and overseeing Lean Six Sigma operational projects portfolio funded to drive and achieve organizations " World Class" vision.
Developed management and frontline team capacity focused on using Performance Improvement methodologies to improve the patient care experience while enhancing efficiencies in Materials,Enviromental Services, and Patient Care Services.
Techniques used include but were not limited to lean six sigma tools like DMAIC, Kaizen, 5S, MVS, control charting and root cause analysis.
Significant Achievements: EVS PI frontline team improved inpatient satisfaction scores (HCAHPS) from a baseline of 15th percentile to exceeding the 60th percentile during active consulting.
Materials PI team has improved inventory accuracy from a baseline of 30% to exceeding 75% accuracy Patient flow PI team increased the number of patients experiencing a 60 minute ED to inpatient transfer from baseline of 35% patient making goal to 65% of patient making goal.
Discharge efficiency team achieved a .5 day decrease in length of stay with projected saving in excess of $1.5 million per year upon successful sustainment of efforts.
DIRECTOR OF OPERATIONS, Kaiser Permanente January 2008to January 2010Central Valley, California
One of the nation's leading health care organizations delivering quality care to 8+ million members.
Operational Executive in charge of over 200 support service employees in a 167 bed medical center with 4 offsite full service medical clinics.
Leadership responsibilities include oversight for the plant operations, constructionsServices, Supply Chain Logistics & Purchasing, Nutritional Services, Enviromental Services, Communications, Security, Enviromental Health & Safety, Mail Room Operations, and Linen Services, Along with administrative oversight for contracting, Fleet Capital Asset Management.
Major responsibilities include serving as leader accountable for strategically aligning and overseeing all aspects of support services department with goal to transform organization into a lean customer centric operation.
Significant Achievements: Restructured operations to drive linkage between strategy and operations.
Efforts has resulted in increased efficiencies based on improved collaboration between clinical and non clinical department as seen in improved HCAHPS scores, reduced work place safety claims & increased profit margins.
Rebalanced Enviromental Services, Communications, and Nutritional Services which resulted in reducing payroll costs by approximately million dollars per year.
Northern California Support Services peer group leader.
IN this role standardized core operational metrics across region.
Also conducted benchmarking resulting in multi million dollar savings.
Masters of Business Administration (MBA) : 2015W.P. CAREY BUSINESS SCHOOL － Tempe, Arizona
Bachelor of Science : Information Technology, 2007UNIVERSITY OF PHOENIX － Fresno, CaliforniaInformation Technology
Bachelor of Arts : Economics and Sociology, 1995FEROZE GANDHI COLLEGE － Mumbai, IndiaEconomics and Sociology
Six sigma : 2009LEAN MASTER BLACK BELT － Austin, Texas
SIX SIGMA BLACK BELT : 2005SIX SIGMA.US － Austin, Texas
administrative, Asset Management, benchmarking, budget preparation, business analysis, business process analysis, business process reengineering, change management, Consulting, Cost Reduction, customer satisfaction, dimensions, documentation, environmental health, Facility Management, financial, Government, HR, IBM, MVS, inventory, Leadership, Logistics, DIRECTOR, managing, Materials, meetings, mentor, Mail, office, enterprise, Nursing, Patient Care, Patient flow, payroll, processes, profit, program development, program planning, project management, Purchasing, Quality, recruiting, reengineering, Safety, Six Sigma, service level agreement, strategy, Supply Chain, supply chain management, Transportation, vision