Achievements• Refined, improved and created a change control for the Rapid Process Improvement Workshop packet for use throughout Nemours.• Facilitated a Rapid Process Improvement event on the transfer process. Projects included the creation of a call queue system, the development of an Expected Patient Transfer Form within the EMR, a live bed on deck enhancement to allow for quick response time for bed placement, and designing of reporting to monitor the new process. The work resulted in a decrease in lost transfers and an increase in revenue.• Facilitated a Rapid Process Improvement event with the outpatient Insurance Authorization Group. Projects included the creation of a live work queue showing add-ons as they happen, balancing the work across the team, and the development of 15+ standard work documents. The work resulted in an increase in number of authorizations prior to date of service.• Facilitated and assisted in several 5S workshops throughout the hospital including Child Life holiday gift collection and disbursement, ENT outpatient room supplies, Child Life toy rooms, and inpatient bed side cart supplies.• Aided in the implementation of a two bin supply management system. The demand flow system created a just in time flow for supplies throughout the hospital and outpatient clinic.• Assisted in the development of several Daily Management Systems including leader standard work, True North metrics, and daily huddle boards for all levels of the organization.• Provided facilitation for an A3 Focused Improvement event in the OR and Medical Imaging department, resulting in decreased room turnover time, decreased patient wait time, and improved staff satisfaction.• Developed and presented CI training for all levels of the organization. Topics including Introduction to CI, Problem Solving, Waste, Flow, Change Management, Daily Management, and Standard Work.

Significantly contributed to customer satisfaction and year over year operational and financial improvements through the support of Lean initiatives across all functional areas of the company. Responsible in delivering results through the development, improvement, and implementation of Lean processes including instilling a CI culture and proper measurement systems, Lean organizational structures, project management, and change management programs. Achievements• Developed and presented CI training for all levels of the organization. Topics including Lean Leadership, A3 Thinking/Problem Solving, Root Cause Analysis, Lean 101 and 5S.• Provided support in several large company wide projects through research, gap analysis, and root cause analysis resulting in integration of a new business division, training and creation on Total Customer Service team, and segregation of business division.• Provided leadership, consultation and training to all levels of the organization on a variety of problem solving, strategic planning, and project management topics.• Lead a team of 3 CI associates that lead and implemented over 30 process improvement projects throughout the organization

Responsible for implementing and managing the Sourcing department’s Lean process improvement program with events that enhanced organizational efficiency and supported a culture of continuous improvement and customer satisfaction. Achievements• Assisted in the development and launch of the FY11 Sourcing Lean program for 115 employees• Implemented and managed FY11 Lean program including:• Assisting in the implementation of several Lean projects - over 1500 Lean ideas reviewed and 70% completed in FY11• Oversee the Sourcing Lean Committee, guiding the group in root cause analysis of issues and positive or negative impact on customer and/or process function areas – 777 ideas reviewed, 620 approved• Monitoring and tracking of ROI from Lean projects - estimated 3.6 million in money saved or found for a 2 year timeframe• Providing training for new employees and current employees in process improvement techniques and methodologies• Organized two department wide 5S events including individual offices and supply storage areas• Created process flow charts to assist in the development of Standard Operating Procedures for numerous department processes• Contributed to many department and PSS World Medical projects through RPI facilitation and project management application• MBO standards – 1431 MBO flagged items condensed to 873 with 665 having resume dates • Rep reference guide • Zero PO issue – Resolved with the April 2011 IT deployment• Sales Support analysis – Assisted in reducing the average abandoned rate from 7.75% to 2.8%• Customer master project • Consulted with several outside organizations on RPI events and best practices for Lean programs