Project Manager Six Sigma

Confidential Resume of Richard M. Kleindienst, MISPM, PMP

R I CHAR D K LE I N DI E N ST

* ***** **** **********, ** 08016 H: 609-***-**** C: 203-***-**** acaza6@r.postjobfree.com

PROCESS IMPROVEMENT PROFESIONAL, CERTIFIED PMP & MBB

Expert in Six Sigma, Project Management, Lean methodologies and Operational Excellence initiatives to streamline

processes, improve efficiency and effectiveness, productivity, cost savings, enhance quality, reduce throughput time, build

and shape top performing process improvement specialists. Effective in a rapidly changing environment while building

strong internal/external customer relationships.

COMPLETED PROJECTS

• Value Stream Mappings (8)

• Kaizen Events (14)

AREAS OF EXPERTISE

• Continuous Process Improvement

• Strategic & Operational Planning

• Linking Continuous Improvement & Technology

• Six Sigma, Lean, Master Black Belt

• Mentor & Coach Black Belts

• Risk Management

• Patient Experience

PROFESSIONAL EXPERIENCE

May 2013-November 2013

Visiting Nurse Association Health Group

($104,000,000 million non-for-profit, second largest home care agency in the United States)

Director, Center for Organizational Excellence

Responsibilities: Lead and manage the Center for Organizational Excellence, which will encompass project

management, quality and accreditation, process improvement and business intelligence.)

Accomplishments:

• Managed and leading the award submission, application process for Malcolm Baldrige in 2014.

• Lead, facilitate and integrate ongoing Innovation Tournaments for continued front line staff engagement, and

submission of ideas.

• Business Process Improvement/Project Management of a standardized collection process for Face-to-Face and

Orders forms resulting in $250,000 in timely reimbursement revenue, and a 50% reduction in write-offs.

• Implementation of Project Management Office within the center to manage multiple information technology

projects.

• Manage and lead multiple projects spanning the organization in both the clinical and non-clinical business units.

March 2012-May 2013

St. Christopher’s Hospital for Children, Tenet Corporation

($9 billion for-profit/investor owned organization, with 50 hospitals in 11 states)

Process Improvement Director

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Responsibilities: Integration of Lean methodologies and tools throughout the organization and starting up the process

improvement department. (5.5 direct reports)

Accomplishments:

• Leading and directing a 5S organizational wide initiative to reduce clutter and standardize patient care areas, with

an estimated cost savings of $100,000.

• Managed the development of weekend surgery offerings to enhance the patient experience, with generation of

$100,000, and a 98% patient satisfaction score.

• Leading the Operating Room Turn-Around Project to increase utilization from 76% to a goal of 85% with a

revenue target of $600,000.

• Implementation of Lean Leader program, training 19 front line staff in Lean methodologies and tools to work on

organizational strategic continuous improvements.

• Lead a Lean team in improving the patient experience with physician practice plans and Call Center processes,

resulting in a decreased abandonment rate, reduce wait times, and time to schedule patient appointment.

• Managing and directing a department financial target of $3,000,000 for fiscal year 2013 in revenue and cost

savings with process improvement initiatives.

August 2010-March 2012

Penn Medicine-Hospital of the University of Pennsylvania

($5 billion non-profit healthcare organization, 760-bed healthcare facility- member of the multi-system, Penn

Medicine)

Process Improvement Specialist/Project Manager

Responsibilities: Manage continuous improvement initiatives enterprise wide for hospital operations utilizing skills

in Six Sigma and Lean methodologies. (1 direct report)

Accomplishments:

• Mentor Residents and Nursing Staff to reduce the average time of discharge by 30 minutes and improve the

patient experince utilizing DMAIC and Lean.

• Developed and implemented a project selection process for continuous improvement initiatives at the senior

management level.

• Manage and mentor a Six Sigma Green Belt candidate to success by implementing transporter call ahead to

reduce delays by 5 minutes.

• Led a multidisciplinary team in reducing “Stuck Time” by 12 minutes on average to inpatient nursing and the

transition unit, resulting in decrease Left without Being Seen by 2%, projected revenue of $95,000 annually.

• Reduce environmental services turn-around time in the emergency department by 6 minutes utilizing technology

and staff accountability.

July 2004-August 2010

Thomas Jefferson University Hospitals, Inc., Philadelphia, Pennsylvania

($1.2 billion non-profit healthcare organization, 957-bed hospital member of the multi-hospital, Jefferson Health

System)

Project Manager

Responsibilities: Manage projects for internal clients providing enterprise-wide information technology solutions.

Accomplishments:

• Developed and manage and strong vendor relationships prior, during and post project implementation.

• Responsible and accountable for the coordinated management of multiple programs, with a focus on the organization and

strategic business objectives.

• Responsible for troubleshooting and resolving issues with the enterprise scheduling system, providing support to 2500 end

users.

• Accountable for negotiating the terms of service level agreements and vendor contracts for all assigned projects.

Confidential Resume of Richard M. Kleindienst, MISPM, PMP

• Ensure completion of all deliverables and milestones within assigned timeframe on multiple projects to clients.

Thomas Jefferson University Hospitals, Inc. continued

Six Sigma Lean Leader

Responsibilities: Manage and facilitate cross-functional teams to improve departmental and system-wide processes.

Position was in conjunction with full-time Project Management position.

Accomplishments:

• Enhanced and standardized consulting services sign-out process in PACU, resulting in a decrease length of stay for the

patient by 2.5 hours.

• 5-S in the recovery room resulting in an additional patient room and a cost savings of $100,000 annually in medical

supplies for the Preoperative Department by implementing a standard of work.

• Reduce X-Ray Technicians travel time from recovery room to digitizer by 90%, reducing turnaround time for x-rays from

10 minutes to 5 minutes.

• Decrease time of patients arriving from operating room to the recovery area from 45 minutes to 15 minutes utilizing visual

management.

Thomas Jefferson University Hospitals, Inc. continued

Training Center Program Manager

Responsibilities: Manage daily operations of hospital training center, supervising six full-time staff and thirty-five

part-time instructors, who provided coursework training to hospital employees and external customers.

Accomplishments:

• Directed and managed 6 full time coordinators and 45 part time staff.

• Created and implemented an efficient registration process for new students. The process yielded a reduction of 50 minutes

(from 90 to 40 minutes) in the registration process.

• Implemented and coordinated distance learning education utilizing Blackboard technology for Emergency Medical

Technician students.

• Maintained and managed Department of Health and American Heart Association compliance.

• Managed and directed marketing for the training course offerings to other area hospitals, Philadelphia Department of

Education, local colleges, and private businesses.

• Reduced the training centers expenses by 30-40% and increased training center revenue by 5%-10%.

MILITARY EXPERIENCE

July 1998 to June 2001

U.S. Navy 4th Marine Division, Plainville, Connecticut

(Member of the United States Navy Reserves assigned to the 1st Marine Corp Infantry Division)

EDUCATION

2010-DePaul University

Masters of Science –Information Systems/Project Management

2008-Drexel University

Bachelors of Science-Business Management

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Certificate and Training Programs

2011-Villanova University (Sponsored by employer)

Lean Six Sigma Master Black Belt

2009-Villanova University (Sponsored by employer)

Master’s Certificate in Six Sigma (Lean, Black & Green Belt)

2008-GE Healthcare (Sponsored by employer)

Six Sigma Lean Leader Training

Change Acceleration Process Training

Work -Out Facilitation Training

Project Management Institute

Project Management Professional Certification, Since 2011

Certificate and Training Programs-Pending Certification

Project Management Institute-Agile Certified Practitioner

Pending 2014

SCRUM Master

Pending Certification Test 2014

Certified Professional in Healthcare Quality

National Association of Healthcare Quality, Pending Certification 2014

Professional Organizations

Project Management Institute Member from 2009-Present

American Society of Quality Member from 2008-Present

American Society of Quality Healthcare Book of Knowledge Evaluator from 2012-Present

American College of Healthcare Executives Member from 2012-Present

National Association for Healthcare Quality Member from 2013-Present

Community Involvement

Board Member for the Burlington Historical Society, Since 2005

Camp Erin Volunteer- 2012, 2013

Personal Interests

Running, cycling, swimming, weight lifting, reading, and cooking

REFERENCES

Available Upon Request

Contact this candidate