Michael Maddy Email & Phone Number

Oakland, California, Us

To build capacity and capability necessary to position Kaiser Permanente Northwest Region for success.Scope of responsibility is both regional and national. Areas of responsibility are:• KSMC Central Sterile Processing• KWMC Central Sterile Processing• Ambulatory Sterile Instrument Processing• Endoscopy: Sunnybrook, Skyline, Interstate Ambulatory Surgery CentersDirects all Sterile Processing related operations for the NW region. Collaborates with NWP Physicians, Program Office National Contracting and Procurement, Program Office National Facilities Services, Program Office Infection Control, Program and KPNW leaders and managers to develop, implement and manage region wide strategy for Sterile Processing Services.

Oakland, California, Us

• Administrative and leadership responsibility for the Logistics division of Regional Support Services with an $18 million budget with 5 direct reports and staff of 275 for Transportation, Sterile Processing and Environmental Services as well as the regional Capital Committee budget of $21 million supporting capital equipment, capital equipment install and capital remodel/renovation.

Oakland, California, Us

Consultant for site and process design, inpatient and outpatient.Internal consultant for the above disciplines across all regions and within KPNW.; Oversee regional services in Transportation, Fleet Administration, Sterile Processing and Linen/laundry.

Responsible for the Northwest Region's rapidly expanding and increasingly complex Sterile Processing operation with a budget of $7.5 million and a staff of 70 expanding to 100 in three different plants.Led a project team in 2011at the flagship medical center OR that reduced cycle time 51%, reduced underutilized components by over 16,000 units and decreased staffing need by 20%+ in 6 months while supporting a complex inpatient OR caseload that set 4 all-time volume records.

Responsible for managing medical logistics division. Departments include Transportation Systems/Services, Linen/laundry operations, Sterile Processing, Environmental Services, Capital Chair, internal consultant to KP Facilities Services. Linen/Laundry and Sterile Processing with a total budget of $8 million in support of healthcare. Responsible for daily operations, strategic planning, budget management, service delivery planning, emergency response and labor relations with 4 direct reports and 100 staff.Led Transportation through several successive system revisions to meet changing service needs due to "Open Access", Airport Way Laboratory, Automated Refill Service Center, Ambulatory OR's in the Northwest and remote Sterile Instrument Processing.Operations lead for the construction of SIP and manager of the successful rollout of the first remote sterile instrument processing factory and delivery system in the nation for Kaiser Permanente, producing 378,000 units of the highest technical quality at a cost reduction per unit of 54% from 1998 through 2003.Managed KSMC CSP through two remodels and multiple service improvements and revisions in partnership with the OR team, resulting in the first computerized instrument inventory record, the first planned instrument repair and maintenance system with a production rate of 178,000 units in support of 10,000 surgical cases annually. This work enabled the largest surge of surgical volume in the region's history.Coordinated, sponsored and partnered with Portland Hospital Services Corporation through continued improvement cycles culminating in the opening of our new linen plant in 2003 in a 20 million pound system. Led the Materials Management team in support of the Nike World Master Games across 62 venues and 25,000 athletes.Chair, Portland Hospital Operations Committee and Operations Representative to the Board of Directors, four years.

Managed Courier and Large Van services for the Northwest Region with 2 direct reports and 30 staff.Designed and implemented a transportation system averaging 18,000 stops per month and 2 million miles annually servicing 52 sites and supplying care materials for 7,500 appointments daily with an on-time rate of 98%+.Led KPNW to become a DOT Fleet with the first staff drug testing program for Kaiser Permanente in the nation.Developed and implemented the Regional Vehicular Accident Policy with the Regional Controller.Designed and implemented the Transportation Alert Plan for KPNW.Implemented Miles Management Program, Electronic Customer Inquiry, Dispatch and Route Schedule systems.Updated the fleet. Instituted the use of current vehicle types, color, numbering system and decals. Implemented the use of portable radios, ID badges and uniforms in the department.Sponsored a highly successful Labor Management Committee that consistently received awards and positive acknowledgement.

Administrative and leadership responsibility for the Logistics division of Regional Support Services with an $18 million budget with 5 direct reports and staff of 275 for Transportation, Sterile Processing and Environmental Services as well as the regional Capital Committee budget of $21 million supporting capital equipment, capital equipment install and capital remodel/renovation.

Responsible for sale and manufacturing divisions of an international jewelry design, manufacturing and retail operation.

Executive member of the leadership team that led a company from a privately held, U.S. company with $8 million in annual sales to an international, public corporation with sales of $60 million in 4 years. Developed the business plan for and coordinated the movement of a $2.6 million travel and accommodation budget for 12,500 annual service events, 125 traveling personnel, their inventory and an associated fleet of vehicles to include Canada

Administered the operations of a jewelry manufacturing plant with a staff of 48 and a $4million annual budget resulting in production increases of 22%, payroll decreases of 19%, increased inventory turns of 64% and profitability increases of 42%.Created a new product department (R&D) producing 750 new designs per year. Created a Customer Service Department that opened with 500 calls per day.

Built a successful sales force in the new territory from Denver to Honolulu to Anchorage that accounted for 40% of the company's sales volume and 60% of its diamond sales volume.

Managed stores and trained other managers for retail specialty store operations in Kentucky, Indiana, Washington and Pennsylvania.

Crcst, Instrument Technician

Cspdt, Instrument Technician

Bs, Biology, Business

Bs; Mba, Liberal Studies, Business And Biology; Healthcare Administration Focus