Provide enterprise level Lean transformation services in large healthcare systems. Guide Value Stream redesign as well as Daily Improvement efforts. Develop strategic plans and utilize Strategy Deployment tools to create fully aligned and visible performance management systems. Served as Sensei for Thedacare transformation as well as designed and installed benchmarked second generation Managing for Daily Improvement system at Advocate - Good Samaritan.

Lead the sustained turnaround of four underperforming medical Units over last 15 years as a senior Officer/Commander. Responsibilities include strategic and tactical planning, financial planning, operations management, organization improvement, medical readiness, and leadership development. Designed and installed performance management systems in three units resulting in five “Excellent” Health Service Inspection ratings in five inspectionsLead over 100 strategic and tactical process improvement teams using Lean methodologyLead successful turnarounds in 3 failed unitsCompleted a variety of leadership schools including Squadron Officer School, Air Command and Staff College and Air War CollegeServed four years active duty USMC and four years Army National Guard

– Ottumwa, IOProvide long-term organizational transformation services using Lean/6-Sigma methodology in large healthcare systems. Coach executive level leaders and facilitate intense monthly Rapid Improvement Events. Develop strategic plans and utilize Policy Deployment tools to create fully aligned and visible performance management systems. More than $400,000 average annual savings produced per Rapid Improvement Event week99% reduction in medication errors and 100% compliance with quality measures - ThedacareAverage improvement in productivity metrics of more than 40%Client results published in Harvard Business Review, Wall Street Journal, USA Today

Managed projects, project teams and served as contract operations leader, providing business improvement services including Lean process improvement, organizational development, strategic planning, leadership/staff development, and performance management. Responsibilities included business development, operations, budgeting, and planning with full profit and loss accountability. Detroit Medical Center, three year project improving Human Resource Value StreamUniversity of Michigan Health System, process improvement project in Finance Value StreamLed over 100 improvement projects using a variety of Lean, reengineering, process improvement, and other problem solving tools, with measurable success

Managed overall operations for $60 million annual revenue reference lab with 250 staff reporting. Lead all aspects of production and distribution with full profit loss responsibility. Responsibilities also included managing dedicated improvement team utilizing a variety of Lean and Reengineering tools to completely redesign production and billing operations.Reduced specimen processing time by more than 70%Reduced processing defect rates by 90%Increased productivity by 60%Reduced Accounts Receivable from 65 to 42 daysReduced rejected charges by 45%

Managed a team of Organizational Improvement specialists and support staff for a fully integrated healthcare delivery system. Served in multiple interim operations management assignments and community partnership roles. Responsibilities included a full range of operations management, strategic planning, leadership development, and process management services. Managed over 40 organizational and departmental interventions involving including, structure redesign, staffing, leadership development, and process improvementOver 500 hours of internal consulting services and 100+ hours of training design

Responsible for all aspects of a $ 14 M per year operation. Developed and managed budgets, strategic plans, and marketing efforts with full profit and loss responsibilities. Managed 11 sales representatives and 45 person regional merchandising team. Served as trained facilitator in process improvement, employee involvement, change management, and customer service. Increased revenues by an average of 14% annually for three years