Timothy Cavanagh Email & Phone Number

Tim began his career at Pratt & Whitney Aircraft as an Engineer, and was first introduced to Lean methodology in this manufacturing environment. Tim helped transform the company’s vast manufacturing operations, grouped by departments, into manufacturing by like product and like equipment flow lines. This major revamp of manufacturing processes, successfully reduced product lead time from weeks to days, and shortened component travel distance from over 20 miles to less than 100 yards. Bringing his LeanSigma knowledge to International Nickel (INCO), Tim was instrumental in orchestrating efficiency improvements at this manufacturer of turbines for power generation. INCO cut product lead times from over twenty weeks to one day. Due to INCO’s ability to turn out components virtually overnight, General Electric named INCO their preferred supplier.Tim has leveraged LeanSigma across a number of different industries and in 2008, was named Modern Thinker of the Year for his work in the Healthcare field. As Chief Innovation Officer & Director of Process Innovation at Lawrence & Memorial Hospital, Tim has spent the past seven years working with leadership and staff to transforms the entire continuum of care for patients and improving the work environment of the hospital system of 3,500 employee comprised of two main hospitals located in New London, Connecticut and Westerly, Rhode Island, 15 satellite facilities, and a new cancer center partnership with Dana Farber. Directing a staff of LeanSigma proponents, Tim’s work in a hospital environment has gone beyond the manufacturing efficiency experience. Lean in healthcare requires a new level of concentration in the training and development of health care providers. The goals and the results, however, are similar; cutting the wait time for patients to see a doctor in the Emergency Department from hours to minutes, and decreasing a patients room admission from a wait time of up to 5 hours to under an hour.Specialties: Tim has also applied Lean methodology to the integration of new technologies within the hospital. Similar to manufacturing in the early days of Lean thinking, Tim found healthcare providers in hospitals typically work in a departmental system of care delivery. At Lawrence and Memorial Hospital Lean methodology is transforming the departmental care approach into a patient centered approach, bringing technology and care directly to the bedside.

Listed skills include Leadership, Six Sigma, Quality Management, Lean Manufacturing, and 24 others.