Isaac B. Mitchell


Fellow in the American College of Healthcare Executives, Project Management Professional, Lean & Six Sigma Black Belt, and Certified Professional in Healthcare Quality with a career focus in driving change utilizing Lean operational excellence in organizations ranging from high volume manufacturing, to custom job shops, to software startups, and healthcare systems. Extensive background in training, coaching, and empowering employees in daily continuous process improvement. Collaborates with all levels of the organization in a caring and compassionate way to understand the current condition and develop solutions to complex problems.  

Areas of Expertise

Operations Leadership


Strategic Planning


Business and Data Analytics


Lean & Six Sigma


Supply Chain Management


Project Management



DeRoyal Industries


Director of Operations - Continuum

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 and Project Management departments. 

Key Contributions:

  • Operations Support: Established 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.
  • 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. 

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:

Sea Ray Boats


Process Engineering Co-op

Conducted time and motion studies to create standard operating procedures and training videos for employees. Designed new facility additions, floor layouts, and production flows.  

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