Lean Six Sigma

Jeremy Anne Reed, MPA

Phone: 719-***-****

Email: ******.******@*****.***

Synopsis: Performance Improvement Director, Executive Team Member, Sr. Program Manager, and Lean Six Sigma Black Belt providing leadership in developing and delivering continuous improvement programs, methods and strategic project startups throughout healthcare organizations. Ensures that all improvement efforts align with organizational goals and include efforts to improve the patient experience, enhance population health outcomes and reduce delivery costs.

Strengths consist of delivering improvement models to increase operational and clinical effectiveness and efficiency, utilizing a process and data driven focus that distills priorities, defines applicable metrics and promotes the use of standardized quality measures (HEDIS, JC/JCAHO, SAMHSA, CMS, NCQA, and ISO). Additional aptitude includes complex program management, healthcare integration, population management, team management, training and staff development, conflict resolution, innovation, proactive communication and cross organizational or functional collaboration.

Prefer environments where able to promote a culture of excellence, continuous improvement, high reliability, learning, and person centeredness in order to deliver world class quality care.

Areas of Expertise

Improvement Programs/Initiatives/Team Development & Implementation

Lean Six Sigma, Systems Thinking, RCA, PDSA, Process Mapping, A3, Kaizen, Process Improvement

Large Scale Program Scoping, Planning, Implementation, Analysis, Tracking, Reporting

Communication, Facilitation, Relationship/Team Building

Data Analysis and Research

Stakeholder Engagement and Community Relations

Training and Curriculum

Risk/Issue Identification and Mitigation, Patient Safety

Change Management

Employment History

Community Healthcore (CHC) - Quality Management, Longview, TX

Director Performance Management- Quality and Performance Improvement (PI) 2013–2017

Led the development, implementation and operation of the office of Performance/Quality Management and Quality Improvement; driving continuous improvement in productivity, cost, efficiency, patient experience/engagement, patient safety, and quality outcomes using improvement methods (e.g. Kaizen & Lean Six Sigma, A3, Value Stream and Process Mapping, Root Cause Analysis, Model for Improvement, System Thinking, PDSA, and DMAIC)

Assembled, trained, and tracked progress of PI teams, and all other quality initiatives in support of operational excellence and enhanced clinical outcomes. Coached and supported staff in these efforts

Created and rolled out all PI and Quality project plans, policies & procedures, training & curriculum and development for all operation department resources and clinical staff

Directed all quality survey/audit efforts (state, federal, JC/JCAHO). Created survey preparation tools, conducted mock surveys and created cross-functional teams to run quality checks for continued survey readiness. Successfully delivered continued Joint Commission accreditation with no findings in the following standards: Performance Improvement, Environment of Care, National Patient Safety Goals, and Life Safety

Spearheaded PI efforts for CHC’s 1115 Waiver Delivery System Reform Incentive Payments (DSRIP) projects which provided an estimated $31.7 million in payments, payable only upon successful completion of the PI initiatives

Quality Manager-Evaluator and grant contributor for a $1.6 million Substance Abuse and Mental Health Services Administration (SAMHSA) grant for Primary and Behavioral Healthcare Integration. Drove the grant’s PI activities which produced better health outcomes for clients, increased access to services, reduced no show rates, introduced the use of evidence based practices, instilled the use of peer services, and increased staff productivity

Chaired the Quality Coordination Committee facilitating the formation of quality and business key performance indicators. Personally tracked measures, developed scorecards, delivered data analysis, and reported results and progress of achievements to leadership, The Board of Trustees, community stakeholders, and government agencies

Center representative for quality/risk management and improvement methodologies at state and federal consortiums

Fostered and grew a culture of high reliability, data driven decision making, and person centered-recovery oriented system of care that enabled the ability to identify and address areas in need of improvement resulting in increased patient safety, increased patient satisfaction, enhanced clinical outcomes, and an excellent environment of care

OCHIN - Practice Transformation, Portland, OR

Quality Improvement Advisor 2010–2012

Quality Improvement Advisor and Program Manager for a two-year $3.2 million grant from HRSA to measurably impact and improve the health status of patients with diabetes; Program included five pilot clinics needing process improvement interventions culminating in the spread of those interventions to 15 clinics in CA and OR- This was OCHIN’s first foray into process improvement for patient outcomes and the team was recognized by HRSA’s medical director for surpassing and replicating key project goals

Developed and trained quality improvement curriculum including Lean, Six Sigma, A3, Model for Improvement, PDSA rapid test cycles, Creative Thinking Systems, and Personal Strengths Publishing methodologies both internally to OCHIN staff and externally to OCHIN clients who needed to optimize after the installation of EHR products (primarily EPIC) and learn the constructs of population management through data analysis and use of big data

Developed and delivered professional consulting services to OCHIN clinic sites to help them achieve Meaningful Use (MU), secure federal subsidies and/or achieve Primary Care Medical Home (PCMH) recognition

Integrated system thinking into OCHIN processes to add efficiencies, streamline business lines and prepare for quality certifications

Led multiple complex projects and drove process improvement efforts to improve the EHR installation. The process redesign reduced the install time from 10 months to 7.5 months

Identified and defined OCHIN’s key processes. Ensured they were documented with measures and continuous improvement plans, and then aligned to the organization’s Mission, Vision and Objectives

Teamed with OCHIN’s Compliance Officer in performing HIPAA audits for OCHIN clinical and hospital sites

HP Enterprise Business - Total Customer Experience and Quality (TCE&Q), Colorado Springs, CO

Senior Quality Program Manager - Lean Six Sigma Black Belt 2000–2010

Designed and implemented the Quality Management System model (identifying and developing key business processes with indicators) for the division to achieve and maintain ISO 9001:2000/2008 certification; crucial for $8 billion in revenue from government and foreign market sales

Directed the Lean Six Sigma program for the division’s 2,500 staff in order to drive improvement, spread efficiency, increase process effectiveness, increase customer satisfaction/share of wallet, and reduce costs

Developed and delivered improvement training comprised of Green Belt Lean Six Sigma, System of Profound Knowledge, Model for Improvement, Creative Thinking Systems, and Personal Strengths Publishing

Lead multiple cross-functional and cross-organizational project teams within both the division and also sister divisions that reached across numerous HP sites and world-wide/global regions

Developed strategies and direction, oversaw delivery, managed resources, and mapped requirements to performance objectives and organizational goals for high priority and complex projects

Compuware Corporation, Colorado Springs, CO

Senior Consultant 1997–2000

Managed several of the highest priority documentation projects as a consultant to HP’s StorageWorks division

Led a team of writers to create multiple deliverables for complex projects consisting of challenging product dependencies, competing milestones, cross-site teamwork, and vendor/OEM relationships

Improved processes and procedures using Lean Six Sigma methodologies

Liaised between client, project director, and up to 70 staff members on programs to resolve project issues, ensuring deliverables and deadlines were met

Provided leadership, mentoring, and training to Junior Project Managers for both vendor and client

Education

Master of Public Administration (MPA), 1991

Area of Concentration: Organization Development

University of Colorado, Colorado Springs, CO

Bachelor of Arts (BA), 1987

Area of Concentration: Sociology and Business

Colorado College, Colorado Springs, CO

Professional Certifications and Development

Lean Six Sigma Black Belt 2002

Lean Six Sigma Black Belt course refresh 2005/2008

Lean Six Sigma Green Belt 2002

Lean Six Sigma Green Belt Trainer 2003

Lean Six Sigma Green Belt Train the Trainer 2005

Associates Process Improvement- Healthcare Improvement Professional 2010

Facilitator Strengths Deployment Inventory 2008/2010

Facilitator de Bono Thinking Systems 2002

ESI International PMP Courses 2004-2007

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