Supply Chain Management
Resume:
BRAD THORNTON, RN, BA, BS, MSN
Lubbock, TX 79416
Home/Cell 806-***-**** Work 806-***-****
acz4bf@r.postjobfree.com
CAREER SUMMARY
Professional healthcare leader (more than 20 years) deeply engaged in improvement through innovation, coaching leaders, sustaining compliance and achieving excellence in the continuous evolution of American healthcare.
LEADER/DIRECTOR:
Led project teams to apply, promote, develop, and implement an Accountable Care Organization
Led alignment of 7 contracted payers, 350 physicians, 30,000 managed lives, and 40+ post-acute care providers
Designed and deployed playbooks and physician scorecards for population health management provider network
LEAN PRACTITIONER / SKILLED PROBLEM-SOLVER:
Led 200 kaizen events in multiple value streams resulting in more than $20,000,000 reduction in costs, expenditures and budgeted expenses
Trainer, coach and “sensei” to more than 75 leaders in multiple organizations for Green and Black Belt (Lean)
Deployed Lean, Six Sigma & Project Management methodologies to multiple health systems (VA, Community Health Systems)
Demonstrated consistent success for “on time delivery” of projects, improvements and managing systems
EMPLOYMENT HISTORY
RIGHT SHIFT HEALTH SOLUTIONS (Lubbock, TX) 2015 – present
Consulting Services
Contracted to provide Lean & Six Sigma training and leadership for organizational process improvement activities
Contracted to coach leadership team members in managing teams, process owners and continuous daily improvement
Accomplishments:
Engaged more than 30 teams in Lean training, completing 5S activities, Action Plans, and continuous improvement
Coached 10 leaders on daily management process, huddle development, Gemba walks and introducing countermeasures
Multiple sites successful re-design of ER patient flow, OR supply chain management and outpatient clinic patient flow
Produced significant, measurable improvements in patient capacity, staff engagement and inventory reductions
COGDELL MEMORIAL HOSPITAL (Snyder, TX) 2016 – present
House Supervisor (Nursing Administration)
Contracted to work ON CALL, coordinating and leading nursing care for patients (InPatient and OutPatient) in rural hospital
Accomplishments:
Confirm presence, engagement and readiness of nursing and medical staff to provide patient care
Coached leadership on Lean methodology
COVENANT HEALTH SYSTEM (Lubbock, TX) 1993 – 2015
Director, Clinical Integration for CHP (Covenant Health Partners) 2013 – 2015
Population health management network integrating 350 physicians, 45 clinics, 7 payers, 40+ post-acute care providers and 33,000 managed patient lives. Hired staff, managed 13 employees, responsible for physician allocations of MSSP (Medicare Shared Savings Program), engagement of provider network in ACO and other payer contract compliance, reported directly to COO, and led multiple committees.
Accomplishments:
Led team to develop project plan for successful application and daily management of ACO (Accountable Care Organization), including development of internal leadership, physician compliance (standard work), and alignment with other payers
Provided CHP physicians with compliance requirements for membership with continuous access to contract performance
ACO and payer contract performance resulted in significant shared savings for CHP physician members
Integrated CHP provider performance with contract performance, quality and organizational fiduciary responsibilities
Senior Facilitator, Performance Improvement (Covenant Hospital) 2006 – 2013
System-wide initiative deploying Lean & Six Sigma (1100 beds, 5 hospitals, 47 clinics, 5000 employees) utilizing standard work, providing Lean coaching for leaders on managing processes, compliance, sustainment and continuous improvements to processes. Partnered with Nursing, Materials Management, Discharge Planning, Case Management, CDI, Revenue Cycle and others to achieve budget expectations without compromising quality and patient satisfaction ratings.
Accomplishments:
Led development of Patient Discharge Department, reducing inpatient length of stay by 15%
Led teams to re-design Nursing Orientation process, saving more than $5M/year
Led teams to re-design RN nursing school curriculum reducing student time in program by 2 months
Re-designed hospital materials management system to reduce inventory by 25%
Critical Care Charge Nurse (Covenant Hospital) 1993 – 2006
Charge Nurse responsibilities for 19-bed MICU, 12 team members
EDUCATION AND PROFESSIONAL DEVELOPMENT
Lubbock Christian University, Lubbock, TX 2012
Master of Science, Nursing
University of Michigan, Ann Arbor, MI 2011
Certificate in Toyota KATA
6Sigma.US 2008
Lean Training & Certification, Black Belt
6Sigma.US 2007
Six Sigma Training & Certification, Black Belt
Lubbock Christian University, Lubbock, TX 2006
Bachelor of Science, Nursing
Methodist Hospital Nursing Program 1994
Diploma RN
PROFESSIONAL ACCOMPLISHMENTS
Presentation: Lean in Healthcare: Nursing Orientation Re-Design, IHI Global Conference, Orlando 2011
Presentation: Lean in Healthcare: Nursing Documentation Re-Design, IHI Global Conference, Orlando 2010
Presentation: Lean in Healthcare: Patient Dismissal Center, IHI Regional Conference, Los Angeles 2008
Examiner: Baldrige Award (multiple years, multiple sites) 2011 - 2014
PROFESSIONAL ORGANIZATIONS
American Association of Critical Care Nurses
American Organization of Nurse Executives
CERTIFICATIONS
RN License – Texas – Active 1994 – Current
Certified Critical Care Nurse – CCRN 1997 – 2014
Lean, Black Belt 2008 – 2013
Six Sigma, Black Belt 2007 – 2013
NRP Certification (Neo-Natal Resuscitation) 2017 – 2019
ACLS Certification (Adult Cardiac Life Support) 2017 - 2019
PALS Certification (Pediatric Acute Life Support) 2016 - 2018
S.T.A.B.L.E. Certification (NICU Support) 2017 - 2019
COMMUNITY SERVICE
Vice President, Lubbock Titans Athletics Board 2012 – 2015
Vice President, Lubbock Youth Softball Board 2005 – 2012
Coach, Lubbock Titans High School Varsity Fastpitch Softball 2010 – 2016
Treasurer, Next Level Volleyball Board 2013 – 2014
Marketing, Lubbock Junior Chamber of Commerce 1993 – 1994
PROJECTS / OUTCOMES
Value Streams & Projects
Results
Sustainment
SUPPLY CHAIN / MATERIALS MANGAGEMENT
1
Nursing Supply Chain System
$1.5M inventory reduction
Improved Nursing productivity
Electronic process for supply chain
2
Equipment Distribution Process
40% space reduction
20% inventory reduction
Area allocated to other departments
INPATIENT MEDICINE
3
Patient Dismissal Process
30% improvement in “Before Noon” dismissals
Metric added to physician contracts
4
Development of Intensivist Program in MICU
Alignment of medical specialists, nursing staff, and executive leadership
Process in place since 2006, process & work duplicated in 2 additional ICU areas
5
Initiate IHI Sepsis Protocols
60% increase in early identification of sepsis
Protocols and Sepsis team operational
NURSING / STAFFING / HOSPITAL OPERATIONS
6
Nursing Documentation Process
30% documentation reduction
Foundation for EMR development
7
Nursing Orientation Process
40% reduction to bedside
Continued time reductions
Vastly improved Mentoring process
8
Lean Facility Design for ICU/InPatient
Design allows flexible staffing models, staff located at bedside
Lean processes to mandate staff near bedside for 90% of workflows
9
Lean EMR Pre-Work Design
6-month reduction in EMR development
Respect for staff as ancillary teams submitted workflows and future states
10
Leadership continuous improvement training
Coached >100 leaders through formal Lean training and CDI
Lean Bronze / Green Belt certification and Project Management skills
REVENUE CYCLE
11
ED Collections
20% increase in point of service collections in ED
Physical layout of ED accommodates process
12
Medical Device Management
100% compliance for Regulatory and revenue cycle standards
Simple, sequential flow and error-proofing throughout process
13
Clinic Collections
45% increase in point of service collections
Financial team members lead process
POPULATION HEALTH MANAGEMENT
14
Develop & implement an ACO
Project management tools to initiate program, submit application, develop staff and processes
Financially successful integration of 330 physicians & 33,000 CMS lives
15
Physician-led Committees
Physician-owned metrics
Committees empowered to engage in urgent improvement opportunities
16
MSSP Physician Payment Distribution
Distribution clarity and equality
Methods evolve annually per CMS and metric performance
17
Post-Acute Care Network
Alignment of 330 physicians, 8 payers and 50 PAC providers
PAC provider data shared with physician members
18
Patient Navigation and Care Coordination
Standard work and staffing models developed
33,000 lives potentially impacted by process
PHARMACY
19
Error-proof Medication Delivery to Floors
100% on time delivery to pre-assigned team member
Staff training and additional certifications to accommodate process
20
Formulary Standardization
Seek alignment with payers, providers and patients to reduce overall pharmacy prices
Process to adjust standardized formulary as mandates and costs dictate
RADIOLOGY
21
Rapid Read Notification Process
50% reduction in delays for XRAY read turnaround time
Standard Work for ordering, completing, reading and resulting RAD studies
22
Outpatient Radiology Scheduling
Reduced confusion and delays in outpatient procedure schedule
Created transparent, shared scheduling model for all outpatient procedures
PROJECTS / OUTCOMES
Value Streams & Projects
Results
Sustainment
OPERATING ROOM
23
Perioperative 6S Project
Standardized room prep
Improved room turnover time
6S audits performed by leadership
24
Postoperative Patient Management
Reduced delays in patient discharges from post op
25
OR Supply Chain
30% inventory reduction
Standardized supplies
Standardized supply system, supplies moved near OR suites
EMERGENCY DEPARTMENT
26
ED Patient Entry Process
Safer and quicker flow from front door to Registration/Triage desk
Re-designed flow and structure of ED lobby to force standard flows to desk
27
Door to Triage Process
Reduced time to <7 minutes in multiple ED facilities
Standard work for induction process leading to triage
28
Door to Provider Process
Integrated processes for consistent 25 minute goals
Physical location changes for provider
Substantive changes to process
29
Ancillary Integration in ED
Reductions in Lab, RT and Rad response and turnaround times
Lab processing re-design, RT order sets, Standard Work for RAD engagement
30
Decision to Admit to Depart to InPatient Bed
Multi-disciplinary process changes, InPatient pulls from ED
InPatient staff retrieving patients from ED, Standard Work for transfers
OUTPATIENT CLINICS
31
Development of PACT Team Playbook
Shared, developed Standard Work for select initiatives
Playbook includes initial team self-assessment, standard work documents, and continued self-audit processes
32
Variations in Practice: Patient Appointment “Scrubbing”
Developed a singular, focused standard work for all teams
Work included in PACT Team Playbook
33
Reduction of “No Shows” (patient appointments)
Reduce the disruption of patient “No Shows” and manage appointments
Standard Work for pre-appointment process, managing the patient relationship and transparent re-allocation of appointments
ADDITIONAL VALUE STREAM IMPROVEMENT PROJECTS
PATIENT ACCESS & THROUGHPUT
NURSING ORIENTATION
SYSTEMWIDE SEPSIS INITIATIVE
PERFECT CARE
NURSING DOCUMENTATION PROCESS
LOBBY AND WAYFINDING PROCESS
PATIENT EDUCATION
MEDICATION ADMINISTRATION
LEADERSHIP HUDDLES AND ROUNDING
NURSING MENTORING
BEDSIDE LAB PROCESS
PATIENT EDUCATION
Contact this candidate