Project Process Improvement

IMRAN N. CHAUDHRY, FACHE

**** **** ********** ****, ********, CA 91106

626-***-**** (Cell)

An innovative thinker with broad based experience in leading operations,

support services and process improvement programs. Proven ability to

quickly assess and analyze key business drivers, understand customer needs,

develop strategies to improve financial performance and operational

efficiency as well as spearhead implementation of such initiatives.

PROFESSIONAL HIGHLIGHTS

. Proven success in launching widespread operational initiatives and

performance improvement measures in multiple industries

. Spearhead business process integration teams to ameliorate operational

workflow by improving efficiency, reliability and increasing staff

productivity

. Proven ability to cultivate productive relationships with internal and

external key decision makers by active listening, while simultaneously

managing multiple projects to achieve business objectives

. Designing innovative concepts and operationalizing the concepts into

services

. Result oriented by driving accountability, creating alignment and

effective communication

PROFESSIONAL EXPERIENCE

PROVIDENCE HEALTH and SERVICES, CALIFORNIA

September 2004 - Present

Executive Operational Excellence and Project Management Offices -

California Region

(August 2010 - Present)

. Developing an internal cost effective model that is aligned with Clinical

Integration efforts to innovatively improve clinical quality,

coordination of care across the continuum and reduce the cost of care,

which will lead to the creation of an Accountable Care Organization (ACO)

. Developing the Project Management Office (PMO) for the region by

customizing the project life cycle based on the organization needs,

standardize project prioritization mechanism and project templates and

educate senior leadership in the use of project management

. Executing the transformation of clinical care by standardizing key

clinical processes across the region, using IT as an enabler that will

regionally standardize policies and procedures

. Working hand-in-hand with customers such as COOs, CFOs, CNOs, CMOS, and

other senior executives in developing and deploying strategic initiatives

and creating synergies across all (Operational, Financial, Supply Chain

and Clinical) business functions in the California Region.

. Spread best practices learned at one hospital to other hospitals within

the region where applicable

. Lead and provide vision to a team of 12 Directors - Operational

Excellence, Innovation, Clinical Process Design, Project Management and

Change Management

. Responsible for managing the program's $3.0 Million budget.

Director of Operational Excellence - California Region

(September 2004 -

August 2010)

. Spearhead the strategic planning and execution of the Operational

Excellence program for the California Region (10,000 employees and 1,400

beds), that now serves as the model for hospitals across the system. The

California Region's Process program has improved Clinical, Supply Chain,

Operational and Financial Outcomes and has achieved an unprecedented $19

Million in hard dollar savings over the past three years.

. Oversaw the work of 20 Black Belts, 75 Green Belts and 38 Change

Facilitators in the region.

. Successfully completed over 300 complex projects and over 100 work outs

at the 5 hospitals in the region, with an average increase of 30% project

closure year over year.

. Facilitated project prioritization, selection, assessment and development

of plans. Responsible for driving project deliverables with executives

and sponsors.

. Reduced project completion cycle time from 9 months to 5 months by

streamlining projects to business objectives and driving accountability

to targeted results. Several projects have been identified as best

practices and implemented throughout the entire System

. Created, introduced, secured funding for, and launched Care at Bedside

Redesign Model project at Providence Holy Cross Medical Center - a first

in healthcare.

. Promoted and drove a culture of accountability in the organization by

implementing departmental dashboards that measured improvements by

reviewing processes and managing by metrics.

. Implemented a staff development program. Conducted an assessment of skill

sets and identified strengths, weaknesses and training needs; resulting

in the creation of personalized growth plans.

GENERAL ELECTRIC CORPORATION (GE) May 1998 -

September 2004

Master Black Belt Operations - Western Middle Market America, GE

Infrastructure

(August 2002

- September 2004)

. Responsible for deploying Lean Six Sigma programs in the middle market

industries for the entire Western U.S., Canada and Mexico regions by

working with the COO, Plant Directors, Production Leaders and Quality

Leaders.

. Developed process improvement programs for over 15 customers (companies

of $400M and greater) by working with the customer's top executives to

implement in a multitude of industries including transportation,

biotechnology, chemicals, metals and other manufacturing arenas.

. Led the redesign of osmosis membrane production plant (700 employees) for

GEWT, which lead to 20% reduction in scrap ($700K) and 50% increase in

production of membrane over 6 months.

. Introduced new business processes in 700 critical accounts which were

identified by the sales force that were low yield with high growth

potential. Worked with sales force to understand customer's need,

changing scope of service and strategy. Grew annual revenue by 15% ($4

Million) in 18 months.

. Supported several European teams in the deployment of process improvement

programs in their respective countries operations.

. Created, implemented and managed a program to translate customer's

expectations into quantifiable and measurable objectives, which led to

$2Million in new business.

Black Belt Engine Services - Western Region, GE Transportation Systems

(March 2000 - July

2002)

. Identified, initiated and completed twenty-four Green Belt six-sigma

projects across Western Region service shops in 11 months, which improved

daily fleet availability by 2% (30 engines) on a fleet of 1500 engines

and reduced number of daily engine failure in the region by 38%.

. Implemented Demand Flow Technology in 4 services shop in the Western US,

which led to 40% decrease in maintenance time of 2500 Engines.

. Led the process improvement program to eliminate fuel leak fires on 1250

AC Locomotive Engines, which saved the organization $400K/year and

increased customer asset availability by $3.6 Million/day.

. Identified and implemented an automated engine failure tracking system

which helped understand failure patterns and seasonal trends and identify

top five drivers, which helped improve the reliability of Dash 9 engines

(400 engines) by 18%.

. Launched e-Services in 13 services shops to eliminate paperwork involved

in the maintenance of engines, which increased engineers productivity by

more than 15%.

. Created additional margin on Alternating Current (AC) Traction Motor

repair process worth $485K and saved $500K on transportation of these

motors. Reduced servicing time from 1 month to 5 days.

Technical Advisor Operations - Union Pacific Railroad, GE Transportation

Systems

(July

1999 - February 2000)

. Directed day-to-day operations and maintenance scheduling of 4 services

shops located in Los Angeles Basin and advised more than 50 technicians

on troubleshooting GE Locomotives.

. Managed crucial negotiations with Union leaders to resolve labor disputes

. Increased the reliability of 250-engine fleet's reliability by 33% within

five months for the engines serviced in the LA Basin shops.

. Increased Damaged Material collection rate from 40% to 95%, which

generated additional revenue of $ 300K annually.

. Reduced the time of delivery of engine component to the LA services shop

by 10% and reduced the transportation cost by 15%.

Technical Leadership Program, GE Aircraft Engines

(May 1998 - June 1999)

. Designed database for CF 6-6 and CF 6-80C2 engines to analyze engine

performance. Analyzed data obtained from engine testing to prepare

failure analysis reports to be sent to the customer.

. Implemented a shop scorecard matrix in each section of engine assembly to

measure and improve each section's performance. This improved overall

assembly performance by 5%.

. Developed faster and more reliable audit processes for CF 6-50C2 engines

to reduce audit time by 15%.

EDUCATION

. Executive Business Management, May 2004

University of California, Los Angeles, CA

. Masters in Engineering, Computer Aided Engineering, August 2001

University of Southern California, Los Angeles, CA

. Bachelors of Science, Mechanical Engineering, May 1999

University of Southern California, Los Angeles, CA

PROFESSIONAL ACHIEVEMENTS

. Fellow American College of Healthcare Executive (FACHE), Dec 2010

. Design Thinking - Innovation, Stanford University, June 2011

. California A Performance Excellence (CAPE) Examiner, California State,

May 2011

. Burbank Leadership, Burbank, August 2009 - June 2010

. Managing Hospitals Operations, IHI, Jan - May, 2008

. Certified Lean Master, Brigham Young University, June 2006

. Certified Master Black Belt, General Electric Corporate, June 2001

. Certified Lean and Six Sigma Black Belt, General Electric Transportation,

September 2000

. Advanced Manager Development Course, General Electric Corporate,

Crotonville, NY March 2004

. New Manager Development Course, General Electric Corporate Crotonville,

NY, May 2003

NOTEWORTHY AWARDS & COMMENDATIONS

. Recipient of Tomorrow's Leader Award by Catholic Health Association

(CHA), 2011

. Recipient of all 3 Providence Health and Services President Award for

Year 2010. Also a recipient in 2009, 2008 and 2007

. Recipient of the "Platinum Award for Organizational Business

Improvement" and the Best Achievement of "Organizational Business

Improvement in Healthcare" by the Global Six Sigma Awards, 2009

. Recipient of 2009 Young Californian Award by California Chamber of

Commerce

. Recipient of 40 under 40 Award by San Fernando Valley Business Journal,

2007

. VHA Inc, Team Leader of the Year Award and Clinical Innovation Award,

2007

. Solucient Top 100 Hospitals - Most Improved Performance Award, 2006

. Vice President GE Transportation Managerial Award, 2000, 2001 and 2002

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