REZA ZIAEE, PH.D., MSE, MBB, LSSMBB, LFHIMSS

702-***-**** • ad1gkw@r.postjobfree.com

SENIOR HEALTHCARE OPERATIONS EXECUTIVE

PERFORMANCE & QUALITY IMPROVEMENT • MANAGEMENT ENGINEERING • STRATEGIC OPERATIONS LEADERSHIP Senior Healthcare Operations Executive and Teacher with career track record of driving performance and quality improvement oversight for diverse healthcare organizations. Expertise in developing programs processes and strategies to increase operational performance, improve KPI’s, increase revenue which drives organizational goals. Advanced project management and analytical skill set combined with strengths in building top-performing workforces. Recognized as an accomplished strategic leader and change agent with success in transforming and enhancing operations through the implementation of Lean Six Sigma methodologies, redesigning operating models and establishing positive working cultures. Well-versed in healthcare industry regulations, standards, TJC survey preparation, CMS Report generation, and related processes.

Core Competencies

Healthcare/Clinical Operations Restructuring • Program Development • Strategic Planning • Team Building & Leadership Project Planning & Execution • Performance & Quality Improvement • Process Reengineering • Regulatory Compliance Cost Control • Change Management • Financial Performance • Strategic Partnership Development EDUCATION

WAYNE STATE UNIVERSITY, Detroit, MI – Ph.D., Applied Statistics & Quality Engineering UNIVERSITY OF MICHIGAN Ann Arbor, MI – Master of Science Engineering, Industrial & Systems Engineering UNIVERSITY OF DETROIT, Detroit, MI – Master of Arts, Economics SIX SIGMA, Austin, TX – Master Black Belt, Lean Six Sigma Affiliations

LHIMSS Fellow, ASQ Senior Member

PROFESSIONAL EXPERIENCE

Independent Consultant & Author 2020 – Present

Reconnected with my previous colleagues and created an independent Operations, Performance, and Quality improvement consulting function. During the Covid-19 pandemic most of my client interface was conducted virtually or via phone. Many of my consulting engagements were with independent/single practitioners, quality, and performance specialists. In addition, collected/analyzed, and documented related information for my next two books “The Practitioners Handbook for Healthcare Quality/Performance Improvement” and 2) “Transitioning Organizational Culture

– Presenting the Concept and Implementing Change.” University of New Mexico Hospital, Albuquerque, NM – TEMPORARY CONTRACT November 2019 – June 2020 Executive Director Quality Outcomes

As a critical member of operational leadership team, I have been commissioned to redesign quality outcomes, Infection Control and prevention, Stroke and Heart failure, Trauma Support, Outcome Research, and other related areas. To ensure the organizational success created a strategic and tactical plan to improve patients experience, patients, providers, and staff engagement while improving quality of care and decreasing cost of operations by:

• Improve the effectiveness and efficiency of Performance/Quality improvement functions by restructuring evaluation, selection, approval, and follow up of PI projects.

• Train staff and leaders on PI principles and tools and creating career track for staff.

• Deploying performance board “visual management” for each reporting area to enhance teams’ communication. REZA ZIAEE, PH.D., MSE, MA, MBB, LFHIMSS P a g e 2 MHC HEALTHCARE, Marana, AZ 2017 – 2019

Director of Performance & Quality Improvement

Served as an integral member of the senior leadership team charged with driving performance and quality improvement (PQI) across 14 health centers throughout Pima County and the Tucson Metro area. Provided oversight of the design and introduction of operational strategies, processes and initiatives across all primary and specialty care service lines focused on improving quality of care. Built, developed, and managed staff of 5 direct and indirect reports.

• Spearheaded the introduction of Functional Tree Structure (FTS) concept across the organization, resulting in measurable efficiency improvements and significant cost savings.

• Championed the strategy and vision of a new patient visits process, increasing daily patient volume from 15 to 18 per day, which was projected to drive $5M in annual revenue.

• Redesigned the HR function, creating a detailed map of business functions to ensure all units were fully engaged in the PQI program, as well as all operational requirements.

• Partnered with executive leadership team on the strategic planning process; aligned operational processes with PQI standards, introducing new policies and procedures to drive attainment of short- and long-range goals. ANTELOPE VALLEY HOSPITAL, Lancaster, CA 2015 – 2016 Director of Performance Improvement

Hired to provide strategic leadership of a large-scale transformation effort focused on driving performance improvement across all hospital units. Developed and executed timeline to transition operational model to FTS by applying D4, redesigning processes and implementing programs to solve operational problems. Assumed oversight of Quality, Peer Review, Infection Control, Patient Experience and Performance Improvement functions, including leading staff of 18 indirect reports.

• Established culture of performance and accountability; revised organizational structure, reducing headcount to deliver cost savings while still achieving operational demands, resulting in $12M cost savings over 5 years.

• Redesigned clinical quality functions, resulting in decrease in pressure ulcer patients, improved time to discharge results and drove improvements across all key performance indicators (KPIs).

• Reengineering Emergency Department processes, which resulted in $1M+ in cost savings. BANNER HEALTH SYSTEM, GREELEY, co 2013 – 2014

Regional Director of Operations Performance

Orchestrated the deployment of Lean and Six Sigma tools and methodologies for 20+ Banner Health facilities to deliver operational performance improvements. Directed all project functions, including requirements analysis reporting and monitoring, as well as building and leading a team of 20+ reports.

• Traveled to Banner Health hospitals to oversee the deployment, ensuring adoption across all hospital units.

• Redesigned processes, including OR block scheduling, radiology, and pharmacy workforces, which improved patient throughput and decreased Length of Stay (LOS) from 60 hours to 20 hours. DIGNITY HEALTH, Las Vegas, NV 2009 – 2013

Transformation Care Director

Drove transformation across the Dignity Health system’s West Region, introducing new processes, strategies and practices to achieve performance and quality expectations. Led the vision, strategy, and execution of Lean Six Sigma project, overseeing the rollout across all regional locations. Managed team of 2 direct reports, as well as cross-functional/onsite resources.

• Spearheaded the planning and completion of various transformation projects, including Medical Determinations, ED Throughput, Inpatient Discharges and Clinical Quality/Pressure Ulcer initiatives.

• Developed Just in Time approach for training programs; delivered training to leadership, providers and staff on Lean Six Sigma tools and methodologies to support successful adoption across the health system.

• Led the creation of SMART metrics for projects to monitor performance and ensure the successful deployment of processes and strategies system wide.

RENOWN HEALTH, Reno, NV 2007 – 2009

Corporate Director – Management Engineering

Functioned in a senior leadership role, overseeing the development and implementation of new processes and methodologies to drive cost, quality, and performance improvements. Directed large-scale projects across the organization to transform operations and achieve expected quality benchmarks.

• Assessed operations and identified gaps in productivity and performance; established strategies for meeting short- and long-range objectives. Improved ED capacity 48%, increasing revenue from $10M to $17M. REZA ZIAEE, PH.D., MSE, MA, MBB, LFHIMSS P a g e 3

• Drove the end-to-end completion of Inpatient Transport DMAIC (Six Sigma) project, resulting in $320K cost avoidance while simultaneously improving patient transport response time. WESTERN MARYLAND HEALTH SYSTEM, Cumberland, MD 2004 – 2006 System Director, Process Engineering

Established a culture of high performance and continuous improvement through the introduction of processes, strategies, and initiatives across the full health system. Led the coordination, planning and execution of large-scale projects, handling all related tasks from requirements analysis through completion. Identified new business opportunities and forged partnerships to deliver profit/revenue growth results.

• Spearheaded the introduction of Lean Six Sigma program, resulting in improvement quality of products and services, as well as $700K cost avoidance while simultaneously increasing revenue by $5M.

• Conducted operational assessments for the ER; revised staffing models and implemented new processes, resulting in

$375K cost savings.

• Redesigned Ancillary Coding Processes, which improved billing accuracy and drove $250K cost avoidance. TEACHING EXPERIENCE

ROSEMAN UNIVERSITY OF HEALTH SCIENCES – Adjunct Professor 2011 – 2020 UNIVERSITY OF PHOENIX – Adjunct Professor 2008

Detroit Catholic High School on Grand River 1984-1985 Warren Consolidate High Schools 1982-1983

ADDITIONAL CAREER EXPERIENCE

BLUE CROSS & BLUE SHIELD Detroit, MI – Manager, Process Engineering & Human Performance BANNER HEALTH SYSTEM, Phoenix, AZ – Senior Management Engineering Addendum

Areas of Expertise:

• Lean and Six Sigma Training, project organization, management, and implementation

• TJC survey preparation and CMS report generation and submission

• Project leadership in the areas of operations, quality improvement and information systems design and implementation

• Analysis and re-engineering of clinical and operational processes

• Identification of non-value-added activities

• Automation of work processes

• Performing Operational modeling/Simulation by using Med-Model simulation package

• Performing Design of Experiment in the evaluation of clinical and operational processes

• Performing statistical analysis, and presenting results and recommendations to executives

• Productivity system design and implementation for clinical and support departments

• Operational analysis of Emergency, Surgery, Laboratory, Radiology, Pharmacy, Nursing, Physical Therapy, Material Management, Dietary, Business Office, and other departments. Specialized Education/ Certification:

• W. Edwards Deming Institute - Four-day seminar taught by Dr. Deming on the “System of Profound Knowledge”

• Caldwell Butler & Associates, LLC - Six Sigma Black Belt

• Six Sigma US - Six Sigma Master Black Belt

• KEPNER TREGOE - Project Management

• Knight Associates - Project Management for Healthcare Information Technology Professionals

• Goal QPC - Trained in team leadership/facilitation, Management/Quality concepts and tools, Hoshin planning concepts and application.

• ASI - Trained in Taguchi Experiment Design, Robust Engineering, QFD, and Triz (innovative problem solving) REZA ZIAEE, PH.D., MSE, MA, MBB, LFHIMSS P a g e 4 concepts and applications.

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