Michelle Brown Email & Phone Number

Houston, Tx, Us

Houston, Texas, Us

Sholar-Brown Performance Solutions, LLC is your partner with more than twenty-five years of operational experience and a proven track record of quickly delivering value across industries and verticals. We solve complex operational problems and focus on solutions using strong strategic, analytical, and process design expertise. We can translate ambiguous and complex information into meaningful dialog and valuable metrics. Clients seek out our practical approach to problem-solving. Unlike larger firms, we can quickly assess an organization’s needs and adapt our methods to drive value at a manageable pace.Our goals are simple: We help clients improve their operational performance; navigate and thrive through organizational change; engage and develop internal teams and capability; improve customer experience; reduce unnecessary complexity; and drive clarity through metrics and alignment of work to strategy. SERVICE OFFERINGS:• Services and Transactional process assessment, design, integration, and standardization • Operational Excellence Training and Mentoring • Merger, Acquisition, and BPO process assessments • Facilitated Sessions: Kaizen, Hoshin Planning (Hoshin Kanri), PDCA, and GE Workout• DMAIC, PDCA, or DMADV Project Execution• Interim Operational Excellence leadership support, direct project work, program management• Project identification, Project selection, Project prioritization, and Strategy to Execution Road Maps• Dashboard, Key Performance Indicators (KPI), and Balanced Score Card development Industries: Healthcare, Insurance, Financial Services, Big Box Retail, Oil/Gas, Government Agencies Verticals: Revenue Cycle Operations, Clinical/Hospital Operations, Transaction/Service Operations, Retail Operations, Call Center Operations, Supply Chain, Business Process Outsourcing, Human Resources (HR), Information Technology (IT), Back Office, and Vendor Management

Dayton, Ohio, Us

Lead multiple large-scale business transformation projects that have linked business process improvements to technology solutions and organizational changeB2B and B2C engagements to include: Process definition, standardization, optimization and automation for the following processes: “Lead to Order”, “Order to Cash”, “Procure to Pay”, “Order to Delivery” Additional projects include: “Recruit to Onboard” and “Customer Inquiry to Resolution” (Call Center and Warranty/Customer Complaints) Technology solution processing optimization projects include ERP, Ecommerce, SalesForce, Process Automation (Workflow and RPA), and Warehouse/Inventory Management. Solution Pathway considerations included: Single Solution, Core with Bolt-On and 3PL integrationsDefined and documented current state process(s) and workflow leveraging Root Cause and Waste analysis to identify opportunitiesFacilitated Future State Design Workshops leveraging the “Art of Possibility” methodsFacilitated Rapid Improvement Events to capitalize on near term opportunitiesFacilitated Organizational Strategy Development Workshops levering SWOT and Hoshin Planning methodsConducted assessments of Enterprise Architecture to define capability gaps and risksDesigned and implemented prioritized Roadmaps that enabled leadership to move from strategy to execution

Seattle, Wa, Us

Responsible for leading four Amazon Pharmacy fulfillment centers, ~350 clinical and operational associates, and a combined fill/ ship volume of over 95k prescriptions per week

Chicago, Illinois, Us

- Designed, launched, and led five MSO Shared Services operations: Contact Center, Claims, Credentialing, Utilization Management, and Delegated Services. - Operations scaled from supporting ~600 employees/physicians and 135 clinics in 2021 to ~2,100 employees/physicians and ~300 clinics in Q1 2022. Shared Services operations scaled from ~130 associates to ~400 and a 35M budget within 12 months- Led Shared Services organizational maturity from “Launch” to “Stabilization” within 12 months- Designed, launched, and led a multi-market Customer Service Contact Center that supported 120 clinics across nine markets, accepting nearly 42k calls per week and supported by over 350 associates - Designed and implemented Avaya telephony platform that integrated: Chat, Salesforce CRM (Gen 1), web-based scheduling, Workforce management, quality, and escalation management. Effectively scaled call volume capacity from 22k calls per week to over 42k within nine months- Implemented a Workforce Management monitoring system that enabled the organization to scale from 120 FTE in a single location to over 330 FTE within multiple remote and onsite locations - Improved “Service Level” from 49% to 83%; decreased “Average Speed to Answer” from 109 seconds to 14 seconds; reduced customer escalation resolution TAT from 22 days to 3-days; improved call quality scores from 84% to 89% while increasing call quality monitoring sample size by 3x - Established a “Center of Excellence” that created multiple training programs (new hire, refresher, and remediation) for Shared Services associates. Over 500 work instructions and operational protocols were created within nine months and were leveraged over 550k times

Austin, Texas, Us

Lean Overview, White Belt (Champion), Yellow Belt (Awareness), Green Belt training and mentoring, Project selection training, Introduction to Metrics and Scorecards

Murray, Utah, Us

Areas of Focus: Pre-Registration and Authorizations, Point of Service Registration optimization, Point of Service and Prior Balance Collections, Conversions, New Product Development and Implementation- Front End Automation, Denials Management and Remediation, Metrics and ReportingCreated work cell design that improved financially cleared Pre-Registrations from 90% to 99% < 2 months. Increased Pre Registrations per FTE from 46 to 65; Improved Lead Time to schedule and obtain Authorization by 35%; Increased Pre-Registration capacity by 90% while reducing FTE requirements by .5 ; Reduce Authorization Denials of CPT codes by 50% per CPT group, and 80% reduction by defect category.Redesigned process and patient flow for both Pre-Registration and Registration activities. Outcome: Reduced unit cost per transaction by $5.00 while improving registration wait-time from Ave of 14 min to less than 10. Improved ED Financial Screening Rates by 85% while improving alternate funding source outcomes by 34% Improved Point-of-Service Collections -Deferred savings $1.4M and 24% improvement in cash collected per encounterImproved DNFB from 7.2 days to 5.1 days and $4.5M in backlog billingCost out 1.3 M - Improved Point of Service Registrations from 3 per hour to 10+ within 4 months. Improved Pre-Registration volume by 90% leveraging .5 less FTE resources.Created end-to-end metrics to measure performance in a rack and stack method, identify best practices, entitlement and improvement opportunities.Created staffing optimization model, identify opportunities by access point; understand staffing to demand and effectively measure efficiency gains. Front End Technology and New Product Executive Sponsor: Business Case development for annual front-end technology spend- includes new products; Development and validation of Technology, Process and Vendor requirement; New product identification/market research/alignment of technology to process requirements; New product Implementation

White Plains, Ny, Us

Responsible for Lean Six Sigma Deployment Champion, Mentor Black Belts and Green Belts, Overseeing all BB and GB projects, Teach Green Belt, Yellow Belt and Champion Training in addition to developing operational strategy and project alignment, Manage PMO for Annual Organizational Readiness, and Manage Operational Metrics and Reporting Organization.- Created Operational Efficiency program that included strategic direction for project selection, financial validation, project prioritization, change management, conflict management and end to end cross functional mapping- Manage four teams: Operational Metrics & Reporting, Operational Quality & PMO, Lean Six Sigma Deployment and STARS-Customer Experience Program Management- Created Operational Metrics for Operations and Leadership dashboards across multiple business units including sales, compliance and operations, included creating leadership process for identification and resolutions- Created Continuous Improvement organization focused on engaging workforce, driving a change management culture- Within 12 months of program launch Black Belt projects had delivered $5.2 million in combined savings; 30 Green Belts were certified with a total savings of $1.3 million and over 40% of the workforce was Yellow Belt certified. The Yellow Belt Program and Bright Ideas program have produced over $750,000 in savings within 5 months of implementation.- Created Quality Program that developed comprehensive operational process quality testing that targeted end to end processing. Improved analyses and remediation process to drive improvements that moved Universal American to national average performance for Member Complaints within 9 months of implementation.- Administrative STARs Program development- Reduce CTMs, reduce Appeals processing cycle time, reduce IRE overturns, reduce member disenrollments, develop upstream processes to improve first call resolution, improve clinical documetation "Chart Chase" strategy

Cleveland, Ohio, Us

Responsible for establishing, creating and leading four operational functions within Consumer Credit Risk Operations that include Compliance/Audit, Strategic Sourcing and Vendor Relations, Process Improvement, Operational Strategy, Strategic Project Management and Finance in addition to the development and oversight of $26.6mm budget. • Improved OCC ratings from “Less than Satisfactory” to “Fully Satisfactory”• Developed pricing and supplier strategies that effectively fulfilled operational requirements and ultimately optimized future state business performance. • Developed and administered Awareness and Green Belt level Lean Six Sigma training content. Within 12 months - 200 front line associates received the 8 hour Awareness training with a 30 day retention score of 80%; 30 Executive and mid level leaders received 2-week Green Belt training. Wave 1 certification (15 candidates) expected savings $1.2 million.• Transformed Divisional financial reporting into transactional/cost for services model, which allowed for financial measurement and expense management at the process level. • Developed and implemented a “Bright Ideas” program to engage front line associates in on-going process excellence efforts. Within 5 months this program has saved >$350K. • Responsible for developing annual Operations Strategy and identifying Technology, Compliance and Process Improvement projects to drive the strategy. • Developed/maintained Organizational Maturity Model, Human Capital, Technology Capital, and Organizational Capital Readiness strategy. Driven organizational Maturity from “Launch” to Stabilization” within 24 months.

Us

Lean Six Sigma- Program development and deployment, business process engineering, coaching and mentoring of Lean Six Sigma methodology within the IT Organization.

Atlanta, Georgia, Us

Designed and optimized processes that were implemented across multiple business units: Inventory Management, Store Operations, Supply Chain, and Distribution, Warehouse and Dock/Yard Management, Specialty Sales and Services, Customer Contact Center Dispute and Complaint Resolution