Areas of Expertise
Strategy Deployment
Strategy Deployment
Strategy Deployment
Lean and Six Sigma
Strategy Deployment
Strategy Deployment
Project Management
Strategy Deployment
Healthcare Innovation
Business and Data Analytics
RFID Supply Chain Management
Ballad Health
VP, Project Management and Operational Excellence
Provides strategic leadership and operational oversight for Ballad Health's large-scale enterprise-wide transformation initiatives. Leads the Enterprise Project Management Office and Operational Excellence department focused on high-level projects integrated with the organization's strategy and management action plan across a 21-hospital system in 29 rural counties.
Key Contributions:
- Strategy Deployment: Spearheaded strategic alignment and deployment across a 21-hospital system, delivering a documented annualized ROI of $46M with a 17x return on budget and a 12x multiplier on average employee salary for my areas of responsibility.
- Smartsheet Project Management Software Migration: Transferred project management software to a web-based platform that increased stakeholder transparency and project management capacity. Developed real-time dashboards, reports, and project plans to reduce documentation sources from six to one while increasing project manager utilization by up to 30%, freeing up 3000+ administrative hours annually
- Employee Retention and Career Path Planning: Developed a defined career path for Enterprise Program Management Office with a job skill matrix and market rate analysis to retain employees and grow future leaders.
- Surgery First Pass Denials: Reduced first pass denials rate for Cardiology surgeries by 85% by implementing an automated process comparing ICD codes pre and post-surgery, flagging accounts for discrepancy, and retro-authorizing surgeries within 24 hours
DeRoyal Industries
Director of Operations - Continuum Healthcare
Operations leader for a Radio Frequency Identification (RFID) supply chain product called Continuum that provides automated real-time inventory control, point-of-use consumption, and charge capture in hospitals. Continuum provides real-time reporting that ensures the most accurate business analytics and allows the end-user to quickly and easily monitor important metrics. Manages Logistics, Implementation, Technical Support, Clinical Integration, and Project Management departments.
Key Contributions:
- Operations Support: Established tiered daily division-wide operational huddle to monitor key performance indicators, communicate internal team needs, and address external customer requirements utilizing agile methodologies
- Customer Account Management: Provide ongoing customer support and performance monitoring for over 240 client accounts.
- Program Management: Directs negative pressure wound therapy, acute care surgical, and pharmacy programs, including pre-sale technical assistance, process redesign, performance metrics, project management, installation, and go-live support.
- Service Network: Established a nationwide service network to fulfill customer maintenance request within a 24-hour response time while reducing fixed labor expense by 35% and variable travel expense by 70%.
- Standard Work: Created standard operating procedures for Help Desk Support Team, Installation Team, and Project Managers to ensure consistent services levels and maintain high-quality standards.
- Quality Field Investigation: Lead a root cause analyses to determine and reduce the occurrence rate of RFID tags not functioning as designed across sales, manufacturing, distribution, engineering, & information systems.
- Downtime Procedures: Established downtime procedure to ensure customer solutions continue to replenish supplies and bill for chargeable items while communicating resolutions in a timely manner.
- COVID-19 Production Response: Collaborated with Engineering, Clinical Sales, Quality, and Production to convert negative pressure wound therapy (NPWT) suction units to portable aspirator units in response to the COVID-19 pandemic. Designed production line, including calculating takt time to meet customer demand and determined optimal staffing levels. Completed production in four weeks, resulting in the largest single purchase order dollar value in DeRoyal’ s history.
- Product Design: Primary inventor of Patent Number US 11,989,686 B2 leading a team to design an RFID-enabled secure inventory and charge capture cabinet along with an RFID kanban bulk supply tracking to fill gaps in product offerings to meet customers' supply chain needs.
- Budget and Income Statement : Forecasts and manages Continuum division budget and profit and loss statement of 14+ million.
East Tennessee Children's Hospital
Director of Business Analytics
Leading a team to continually review past business performance and investigate current market trends to build actionable insights to proactively plan and implement data-driven strategic business objectives.
Key Contributions:
- State of the Market Fact Book: Created a fact book to aid Hospital Administration and the Board of Directors in the strategic planning process. Included a comprehensive regional market analysis, a summary of hospital key performance indicators, and prescriptive/predictive analytics models to support data-driven planning.
- Neonatal Intensive Care Unit Census Predictor: Sponsored and managed an ungraduated student team from the University of Tennessee’s Lean Enterprise Summer Program. The project focused on predicting NICU patient volumes and length-of-stay by utilizing both designs of experiments and machine learning to predict patient volumes at 97% reliability.
- Student Capstone Project Sponsor: Collaborated with the Tickle College of Engineering’s Department of Industrial and Systems Engineering to host and manage both undergraduate senior design team’s capstone projects and graduate research since 2009.
- Facility Master Plan: Created facility master plan assessing and inventorying current space and future opportunities driven by market fact book predictions and findings. current offering
Director of Lean Continuous Improvement
Transforming and growing lean program from a project based initiative to a culture that empowers all employees in lean thinking and root cause problem solving as part of their daily work of providing ideal patient care. Plan, develop, and manage department’s capital, operating, and FTE budgets.
Key Contributions:
- Implement Unit Based Idea Boards: Implemented the use of department-based idea boards to engage front-line staff in problem-solving. Over 1000 staff improvement ideas implemented.
- Established Unit Based Problem Solving Coaches: Trained 300+ hospital employees as lean problem-solving coaches to support front-line staff in unit based problem-solving.
- Lean Facility Design for $75M Hospital Expansion: Utilized simulation modeling to determine room capacity and staffing requirements. Model resulted in $812,000 cost avoidance of two planned operating rooms. Tested full-scale mockups of Pre-Op and NICU rooms to validate architectural design. Led cross-functional teams in determining new facility equipment needs with current equipment resulting in a budget savings of $560,000.
- OR Pre-Admission Redesign: Evaluated pre-operative patient questions in multiple EMR modules that reduced the number of questions by 62% and consolidated EMRs to double the percentage of 1st case on-time starts.
- Lab 5S: Led kaizen event that reduced staff walking distance by 21% and created 109ft2 of bench space that resulted in College of American Pathologist re-accreditation while improving staff satisfaction scores by 36%.
Lean Process Coordinator
Established the hospital’s first lean department in a 152 bed comprehensive regional pediatric center. Conducted hospital-wide lean education and training sessions across multiple departments and workforce levels. Facilitated over 120 kaizen events that focused on eliminating waste while improving safety for our patients, families, and staff.
Key Contributions:
- Kanban System: Established a sustainable system to control non-chargeable supplies inventory in five units. Calculated inventory levels, safety stock, and reorder points to meet patient demand. Decreased staff non-value added inventory time by 76%. Reduced inventory levels by an average of 41% resulting in $89,900 in savings.
- PICU Direct Admit Process: Redesigned patient admission process using value stream mapping to reduce patient length of stay from an average of 16 hours to 10 hours.
- OR First Case of the Day On-Time Starts: Utilized A3 problem solving to reach a lead time reduction of 49% from 105 minutes to 53 minutes
- Pharmacy Value Stream Map: Led value stream mapping session to facilitate the redesign of the pharmacy which resulted in reducing Pharmacist walking distance by 52% and order turnaround time by 18%.
- Employment Status Change Process: Facilitated team in automating the employee status change process which resulted in a 62% time reduction for system updates benefiting employees, Human Resources, and Finance.
- Inpatient Units 5S: Facilitated cross-functional teams to create a standardized storage room set-up across departments. Established product family visual controls to reduced time spent searching for supplies.
Rotek Incorporated a ThyssenKrupp Company
Lean Systems Engineer
Led lean manufacturing implementation in two large diameter mix modeled bearing facilities. Created and implemented company-wide metric boards that focused on four key performance indicators: productivity, on-time delivery, safety, and product quality. First year documented kaizen event cost savings of over $200,000 dollars.
Key Contributions:
- Implemented Work Cell Production Methods: Conducted time and motion studies to eliminate non-value added operations that increased throughput by 60% for the 2x38 military bearing line.
- Production Line Transfer: Worked with both union and non-union facilities to successfully transfer wire race production between two sites. Developed project schedule and work standards that included training front-line operators at the Germany-based parent facility.
- Implemented Sustainable 5S Program: Collaborated with shop floor employees to implement a 5S+Safety program across all machine lines. Developed 5S audit program that was both quantifiable and visual.
- New Facility Production Planning: Utilized value stream mapping to determine correct product mix, product flow, machine needs, and labor needs to meet market demand for a $25 million dollar plant expansion.
Toyota Engineering and Manufacturing of North America
Service Parts Engineering Specialist, Production Control
Established replacement service parts considering repair cost, productivity, logistics, part price, and quality of repair by interfacing with designers, suppliers, and manufacturing plants to achieve optimum form. Provided project management of past model service parts transfers from Toyota plants to offsite supplier facilities.
Key Contributions:
- Utilized ‘The Toyota Way’ problem-solving technique to reduce unnecessary engineering change request from 17% to 10% in one fiscal year.
- Planned and executed supplier mass production trails to ensure quality of supplied parts, resolve production dilemmas, and instruct suppliers on Toyota’s quality standards.
Sea Ray Boats
Process Engineer
Conducted time and motion studies to create standard operating procedures and training videos for employees. Designed new facility additions, floor layouts, and production flows. Formal engineering co-op experience through the University of Tennessee.
Key Contributions:
- Created labor forecasts to accurately determine plant-wide labor hours for new boat model integration within 94% accuracy.
- Implemented manufacturing work cells employing the use of 5S technique to reduce WIP, increase quality, and ensure on time delivery.
- Established co-op program guidelines, responsibilities, and training manual for new employees.
Xavier University, Cincinnati, OH
The University of Tennessee, Knoxville, TN
The University of Tennessee, Knoxville, TN
The University of Tennessee, Knoxville, TN
The University of Tennessee, Knoxville, TN
The University of Tennessee, Knoxville, TN
