Operations professional with progressive leadership experience across a broad range of industries including health systems, information technology, manufacturing, and supply chain. Certified Project Management Professional and Lean Six Sigma Black Belt. Toyota trained in continuous improvement methodologies and lean culture. Expertise in leading operational management, financial oversight, and practicing continuous improvement to drive business performance.
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. Delivers innovative solutions through lean methodologies, agile project management, and design thinking to solve complex healthcare problems and deliver value to patients and providers.
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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:
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:
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:
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.
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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.
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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.
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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.
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