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Customer Service Continuous Improvement

Las Vegas, Nevada, 89117, United States
October 19, 2016

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Las Vegas, NV *****



HCA 9/2015 to Present

Director Performance Improvement - Operations Improvement - Far West Division

Identify performance variations and opportunities; provide oversight to subsequent plans and drive execution of the performance improvement strategic vision through collaboration with Division VPs and Senior Directors of Operations. Ensure execution at the local level and alignment across the organization.

Provide specialized support in identified key focus area to ensure consistency in approach and execution across the company by coordination and integration of data and analyses for opportunity and performance review.

Lead performance review calls for operations across the organization. Collaborate with division and corporate groups to ensure consistency in approach and execution of operations performance improvement strategies across the company while accommodating market and division specific dynamics.

Develop and maintain effective working relationships with PI group/division leadership, division and facility leadership, Clinical Services Group, Surgical Operations and HealthTrust Purchasing Group. In addition to collaboration with Clinical Services Group, Surgical Operations and HealthTrust Purchasing Group leaders to rapidly identify, curate and scale best practices across the company.

Manage indirect reports in multiple designated divisions remotely and in a matrix environment.

Collaborate with corporate clinical and operational service line leaders to develop and/or identify best demonstrated practices to improve operational performance. This includes interfacing and coordinating as needed with other corporate departments such as Clinical Services Group, Surgical Operations and HealthTrust Purchasing Group.

Facilitate Rapid Design Sessions to identify performance opportunities and process improvements, including identification of best demonstrated practices.

Prioritize PI operations work based upon the needs of the business and in accordance and alignment with company strategy.

Effectively negotiate and balance the needs of facility, division and group operations.

Serve as primary consultant to facility and division senior executives in performance improvement and implementation teams.

Drive business decisions through the use of analytics.

Improve operational outcomes through the development and deployment of standard toolkits, processes and clinical assessments

Facilitate projects and conversations with Performance Improvement-focused peers in divisions and contributes to enterprise best practice library.

Recommend changes or improvements based on research and evidence to implement clinical best practices.

Health Care Excel 6/2012 to 9/2015

Senior Business Process Improvement Manager

Developed and implemented solutions based on continuous improvement and lean principles, tools and techniques. Utilizing Lean & Six-Sigma tools to reduce cost in key operations.

oImplemented new reporting tools to monitor turnaround time resulting in over a 20% reduction.

oFacilitated changes to system to reduce non-value added workload by 30%

oDeveloped new reports and tracking methods to identify opportunities for continuous improvement.

Developed continuous improvement processes for the entire value stream that creates a team based approach to waste elimination.

Successfully facilitated client relationships consulting with them on operations, workflow processes, and system improvements.

Performed ongoing review of the utilization management program status; identifying risks; documenting program progress including implementation, timelines, issues, risks and successes to maintain program course; and assessing results and determining/implementing risk mitigation solutions.

Interfaced with interdepartmental team members, stakeholders and management to anticipate and manage changes to projects, such as but not limited to, technical requirements, business requirements, schedule and budget.

Created and maintained multiple project schedules by identifying and monitoring: overall project timeline, project milestones, tasks, resources, ETAs, task dependencies, and critical paths. Control and track project performance, time allocations, cost, and quality by constantly evaluating project progress and conducting regular team status meetings.

Ensured that business processes and supporting systems continue to meet business stakeholder needs. Serving as a key liaison between the technical IT staff that implements technology based solutions and the line-of-business staff that performs the processes. Maintaining a balance between the IT and business domains and communicate between each side.

Drove the creation of process models utilizing conceptual/logical level models, often using business process analysis tools, and work with others to provide the supporting process. Focusing on tactical, day-to-day aspects of discovering, validating, documenting and communicating business-process-related knowledge through modeling, simulating and analyzing current and future states.

Express Scripts (Formerly, MEDCO) 1/2006 to 6/2012

Business Planning Manager

Developed and implemented solutions based on continuous improvement and lean principles, tools and techniques.

Successfully created and implemented inventory tracking tool for all non-drug items reducing order processing costs and on hand inventory which resulted in a $400k savings.

Lead improvement team in root cause problem solving analysis to ascertain the best solutions and implementation plan for the drug inventory write off process which resulted in a cost avoidance of $50k quarterly.

Created a Failure Mode Effects Analysis to aid engineering in identifying the potential failure modes within a specific production system and established priority by ranking the severity and likelihood of each type of potential failure which resulted in a cost savings of $30k quarterly.

Designed efficient and cost effective business continuity plan. Tested and facilitated disaster recovery table top scenarios to ensure feasibility of the plan for both the pharmacy and call center. Responsible for all contract contingency planning during collective bargaining contract negotiations. Developing contingency document to ensure the most cost effective prescription distribution with minimal impact to patient service.

Communicated and coordinated best practices with other process owners and continuous improvement leaders. Collaborated with leadership teams on the development and implementation of processes, measurements and internal documents such as employee scorecards, that can be used to improve staff performance, lower cost and increase performance.

Identified production/financial trends and developments in business results, collaborated with operational owners to determine root cause drivers and developed action plans to address concerns, and presented findings to senior management.

Managing the financial and production planning for Las Vegas production facility including the creation of the Operating Plan and forecasts, identifying cost saving projects and initiatives, and analysis of business results in a Hyperion based environment.

Senior Business Planning Analyst

Continuously improved value through the development of more efficient, creative, and productive techniques to analyze and interpret data.

Generated, analyzed, and maintained key business statistics including budgeting, forecasting, scheduling, and costs. Conducted in-depth analysis to identify specific trends, explain past production performance and recommend opportunities for improvement.

Analyzing complex data regarding pharmacy operations and offering recommendations for solutions to achieve facility quality, service, and safety and cost objectives.

Built effective relationships and interacted effectively among customer service, production and purchasing departments by customizing presentations to meet varying demands.

Creating and analyzing detailed weekly, monthly, quarterly, and annual variance drivers to Operating Plan and Forecasts; and ensuring financial information has been recorded accurately.


M.B.A – Business Administration, Cardinal Stritch University, Milwaukee, WI, graduated in 2001

B.A. – International Relations and Political Science, University of Wisconsin – Madison, Madison, WI 1997 completed both majors in three and a half years

Six Sigma Black Belt - 2012

Six Sigma Green Belt - 2011

Six Sigma Lean Training - 2009


MS Project, Visio, Minitab, MS Office, Hyperion, BiQuery, E-Time, J.D. Edwards, WMS, RUMBA, Oracle 11.0, Windows, Excel, Access, Windchill, Power Point, GAINS

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