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Palliative Care | EMR |Telehealth | LEAN Healthcare An accomplished operations manager and performance improvement specialist with extensive experience spanning healthcare, manufacturing and service industries. Passionate about continuously improving quality, customer service and value. Exceptional problem solving and motivational skills and the ability to implement sustainable solutions which drive excellence. Self-motivated, articulate, practical, and diligent. From 2014 through 2018, served as Director of Palliative Care Operations for Four Seasons and Project Director for a $9.5 million CMMI palliative care grant. The grant focused on standardization of palliative care processes, improving patient outcomes, and developing alternative Medicare reimbursement models. In addition to staffing our model with Nurse Practitioners, Nurses, Social Workers, Chaplains, and an entire administrative team, we enrolled and monitored quality and cost data on over 5500 patients during the past 3 years. We utilized LEAN concepts such as value stream mapping to optimize our processes, reduce patient wait time, and provide the right care at the right time and in the right place. Our team developed risk stratification techniques to plan patient care, utilized new billing codes to improve profitability, implemented telehealth to provide care to under-served patients in rural areas, and integrated these new processes into an EMR. I am proud of our team and the person-centered processes we have implemented.Specialties and skills: LEAN Healthcare, Lean Hospitals, Palliative Care, Hospice, Project Leadership, Revenue Cycle Management, Strategic Planning, Board of Directors Training, SWOT Analysis, Balanced Scorecard, Performance Improvement, Lean Six Sigma, Kanban and Pull Production Planning Systems, Kaizen Blitz (PDCA) Events, Value Stream Mapping, Operations Management
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Founder | CeoNtakt, Inc.Arden, Nc, Us
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Founder | CeoNtakt, Inc Nov 2003 - PresentArden, NcHospitals/Healthcare • Utilized Best On Board training to help hospital Board of Directors understand their roles and develop a strategic plan based on SWOT, Balance Scorecard, and P&L analysis. • Applied lean enterprise techniques to improve patient care and reduce emergency department wait time. Reduced the number of patients who left the Emergency Department without treatment from 9% to 2%. This generated $1,500,000/year in additional revenue. • Coordinated start-up of a FastTrack clinic to improve emergency department patient care and generate additional hospital revenue. This project greatly improved the hospital’s awareness in the community by providing additional healthcare services. • Managed Electronic Health Records (EHR) implementation in a rural hospital. Guided staff successfully to Stage 1 Meaningful Use and currently attesting for Stage 2 Meaningful use. • Conducting a Five-S Kaizen event in a hospital’s supply room. Targeted inventory reduction of 50% with an estimated $300,000 reduction in inventory. • Reduced Days-To-Code patient bills from 7 days to less than 4 days. This reduced working capital requirements for a hospital by $100,000. • Applied value stream mapping, process flow, and team concepts to increase on-time STAT lab orders from 85% to 98%. This initiative has allowed doctors to provide critical emergency patients with quicker and more accurate diagnoses. The team continues to move toward a goal of 100% on-time.
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Strategic AdvisorTapcloud Llc May 2018 - Present -
Project Director Of Cmmi Palliative Care GrantFour Seasons Sep 2014 - Mar 2018Flat Rock, NcDuring the past 3 years I’ve served as Director of Palliative Care Operations for Four Seasons and Project Director for a $9.5 million CMMI palliative care grant. The grant focused on standardization of palliative care processes, improving patient outcomes, and developing alternative Medicare reimbursement models. In addition to staffing our model with Nurse Practitioners, Nurses, Social Workers, Chaplains, and an entire administrative team, we enrolled and monitored quality and cost data on over 5500 patients during the past 3 years. We utilized LEAN concepts such as value stream mapping to optimize our processes, reduce patient wait time, and provide the right care at the right time and in the right place. Our team developed risk stratification techniques to plan patient care, utilized new billing codes to improve profitability, implemented telehealth to provide care to underserved patients in rural areas, and integrated these new processes into an EMR. I am proud of our team and anxious to share what we learned on our journey. -
Director Of Palliative Care OperationsFour Seasons Sep 2014 - Mar 2018Flat Rock, NcDuring the past 3 years I’ve served as Director of Palliative Care Operations for Four Seasons and Project Director for a $9.5 million CMMI palliative care grant. The grant focused on standardization of palliative care processes, improving patient outcomes, and developing alternative Medicare reimbursement models. In addition to staffing our model with Nurse Practitioners, Nurses, Social Workers, Chaplains, and an entire administrative team, we enrolled and monitored quality and cost data on over 5500 patients during the past 3 years. We utilized LEAN concepts such as value stream mapping to optimize our processes, reduce patient wait time, and provide the right care at the right time and in the right place. Our team developed risk stratification techniques to plan patient care, utilized new billing codes to improve profitability, implemented telehealth to provide care to underserved patients in rural areas, and integrated these new processes into an EMR. I am proud of our team and anxious to share what we learned on our journey.
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Plant ManagerNewell Brands Dec 1992 - Mar 1996Managed a 650-employee plant which manufactured ink pens, pencils, and office supplies. Developed organization plan and organized new management team focused on reducing inventories, improving quality and increasing profitability. Utilized Theory of Constraints, Kanban, Modular Manufacturing, 5S, JIT Manufacturing, and Continuous Improvement Teams to implement $3,500,000/year in annualized savings and greatly improve throughput time and profitability. WIP was reduced by 60%, floor space reduced by 50% and late orders were virtually eliminated. These improvements allowed management to combine 4 plants into 2 plants. -
Plant Manager Biddeford OperationsWestpoint Stevens Jan 1991 - Sep 1992Managed a 350 employee facility which manufactured, warehoused, and distributed blankets, comforters, and bedroom accessories. Implemented 5S, Kanban and pull production planning systems which reduced throughput time from 8 days to less than 2 days, reduced warehouse inventory by 15%, reduced off-quality by 30%, and generated over $3,500,000/year in labor and material savings. -
Manager Of Manufacturing ServicesWestpoint Stevens Jan 1990 - Jan 1991Directed the Industrial Engineering function for 8 textile plants including Budgeting, Work Measurement, Timestudies, product costing, cost reduction, process improvement, material handling systems, process automation, payroll, job standardization, work simplification, plant layouts, and project management. Managed capital expenditure portfolio totaling over $20,000,000.
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Industrial Engineering ManagerWestpoint Stevens Dec 1988 - Jan 1990Managed the Industrial Engineering functions in a sheet and pillowcase manufacturing plant. Coordinated work measurement on direct and indirect jobs using Timestudy, MTM, MOST, and Standard Data. Managed Payroll Department and Incentive pay procedures. Managed capital expenditure portfolio, payroll function, and 3 Industrial Engineers. Generated over $1,000,000 in profit improvement.
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Industrial Engineering ManagerBurlington Industries Corp Jul 1984 - Dec 1988Managed traditional Industrial Engineering Functions including Methods Improvement, Plant Layout, Process Improvement, Work Measurement, Timestudies on Direct and Indirect Labor, Work Sampling, MTM, MOST, Job Descriptions, Analytical Method Training, Incentive Standards Systems, and New Product Costing.Installed first Just-In-Time (JIT) Module in the Drapery Division generating a 40% reduction in labor cost. Results were documented in the book: World Class Manufacturing, by Richard Schonberger as follows: “Lead time cut from four to six days to under one hour, WIP cut from 97 percent (from 5,000 to under 150 units), and floor space cut from 13,000 to 4,300 sq-ft”
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Corporate Industrial Engineering StaffBurlington Industries Jul 1983 - Jul 1984Was appointed to a team of Industrial Engineers to help design and implement a computerized work measurement system which would utilize standard data to eliminate the need to perform timestudies. Worked 8 plants to purchase, install, and train Industrial Engineers on computerized work measurement system.
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Project EngineerBurlington Industries Corporation Nov 1980 - Jul 1983Worked as a project engineer in a sheet and towel bleaching, rotary screen printing, and sewing plant with primary responsibility for Work Measurement, Timestudies, MTM, MOST, plant layouts, and energy conservation. Completed 13-week Burlington Industries Industrial Engineering School and finished in 95th percentile of all graduates in 10-year course history. Course gave extensive training in Work Measurement or Direct and Indirect Jobs, Incentive Systems, Work Sampling, Product Costing, Histograms, Statistical Process Control, Plant Layout, Payroll Administration, and concluded with a Cost Reduction Project.
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Industrial EngineerDan River Inc. 1978 - 1980Industrial Engineer in a textile company which produces shirting, denim, corduroy, sheeting, sheets, pillowcases, drapes, comforters, and bedroom accessories. Performed work measurement Timestudies all aspects of textile manufacturing including carding, spinning, weaving, corduroy cutting, dyeing, finishing, printing, fabric inspection, sheet/pillowcase sewing, comforter quilting, comforter sewing, drapery sewing, and other direct and indirect jobs. Generated over $250,000 in annual labor cost reduction.
Mark Hendrix Bset Skills
Mark Hendrix Bset Education Details
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Engineering Technology/Process Engineering
Frequently Asked Questions about Mark Hendrix Bset
What company does Mark Hendrix Bset work for?
Mark Hendrix Bset works for Ntakt, Inc.
What is Mark Hendrix Bset's role at the current company?
Mark Hendrix Bset's current role is Founder | CEO.
What is Mark Hendrix Bset's email address?
Mark Hendrix Bset's email address is ma****@****ast.net
What is Mark Hendrix Bset's direct phone number?
Mark Hendrix Bset's direct phone number is +182832*****
What schools did Mark Hendrix Bset attend?
Mark Hendrix Bset attended Clemson University.
What are some of Mark Hendrix Bset's interests?
Mark Hendrix Bset has interest in Lean In Service Businesses, Lean Manufacturing, Lean Healthcare.
What skills is Mark Hendrix Bset known for?
Mark Hendrix Bset has skills like Lean Manufacturing, Value Stream Mapping, Operations Management, Six Sigma, Continuous Improvement, Process Improvement, Manufacturing, 5s, Industrial Engineering, Spc, Process Engineering, Management.
Who are Mark Hendrix Bset's colleagues?
Mark Hendrix Bset's colleagues are Kaitlin Grundy, Alli Riley, David Bardach, Jackie Dennen.
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