Barry Kenneth Mullen **/**/****

***** ******** ****, **** ****, Florida 32159 352-***-**** adzw37@r.postjobfree.com

Executive Profile

·Served as a Director, Continuous Process Improvement leading a critical mission area for a National Program for a United States government agency that supported 54 states and territories with over 400,000 employees. I have yielded impressive performance driven results valued at over 100 million dollars in Return on Investment that have improved efficiency and increased productivity by over 50% through reducing nonvalue added activities. I have brought over 20 years of solid experience with leading innovative teams, creating strategic alliances with organization leaders, managed all levels of multiple projects as well as leading staffs of over 350 personnel.

Education

·Villanova University - Philadelphia, PA, USA

·Master Certificate in Advanced Strategic Project Management, March - December 2014.

·Villanova University - Philadelphia, PA, USA

·Certified Lean Six Sigma Master Black Belt, Villanova University, 10/2013, CLSS MBB Certificate Number VIL195085.

·American Society for Quality/Department of the Navy Certified Lean Six Sigma Black Belt, Certification #344, 10/15/2010, ASQ/DON LSSBB.

·Trident University International – Cypress, CA, USA

·Currently enrolled in the Health Sciences PhD program, having completed 56 Semester Hours of a 56-hour program 3.83 GPA, Dissertation (Chapters I, II, III) completed, preparing Chapters IV and V for final dissertation defense in Sept 2023.

·Master of Science: Health Care Management, 2009 Trident University International - Cypress, CA, USA GPA: 3.93 of a maximum 4.00, Credits Earned: 40 Semester hours.

·Major: Health Sciences; Minor: Health Law and Expert Witness Studies Honors: Summa Cum Laude

·Bachelor of Science: Health Care Management, 2007 Trident University International - Cypress, CA, USA GPA: 3.87 of a maximum 4.00 Credits Earned: 160 Semester hours.

Skills & Abilities

Leadership:

Directly supervised 15 civilian employees at the US Environmental Protection Agency as the Division Director, Evaluation Support Division for the Office of Policy. Served as a Senior Executive Leader as a Command Master Chief to over 350 military personnel for one Medical Treatment Facility and Two Branch Clinics in Southern Texas for 3 years (2005-2008), and served as special staff duty to the Chief, Naval Medical Support Command responsible for the South East United States Naval medical commands for Performance Improvement initiatives for the US Navy Bureau of Medicine and Surgery (2008 -2010), routinely briefing senior level military executives on performance benchmarks.

Project Management:

Led and facilitated efficiency reviews for the Audit Internal Review Division that resulted in a 30% improvement with Annual Quality Control Reviews conducted across the 54 states and territories for the National Guard by having more standard work and less variation in the six critical scored areas with the internal auditors conducting the annual reviews.

Human Resources: Staff Development

Developed Individual Performance Plans for 15 senior level civilian personnel as a Division Director at the USEPA. Launch and managed 25 Navy directed professional development programs as a Command Master Chief for a command in the state of Texas with over 350 personnel that increased efficiency and productivity rates in the command by over 50%. Mentored and coached over 100 employees who were working both Lean Six Sigma Green Belt and Black Belt process improvement projects resulting in over 100 million dollars in cost savings to the National Guard.

Experience

Professional Experience

Trident University International, PhD Student

Started in July 2019 to Present

Completed 56 semester hours out of 56 required semester hours towards earning a PhD in Health Sciences. Conducted a Dissertation Prospectus before the Trident University International Institutional Review Board and received formal approval for a dissertation research study that will measure the association between how 3 Independent Variables of Social Determinants of Health (SDOH) are measured against 3 Dependent Variables for how Patient Centered Health Outcomes are measured to determine any statistically significant correlations. Currently enrolled in dissertation continuation level courses, having completed all core course PhD level requirement courses (56 SHs). Preparing final defense proposal for IRB.

Lean Six Sigma Program Manager, Quality Management Department, Fort Belvoir Community Hospital

June 2018 to June 2019

Managed the Lean Six Sigma training and certification program to the professional staff of the Fort Belvoir Community Hospital for over 480 employees. Supervised and provided oversight for 20 hospital wide performance improvement projects that yielded efficiency results in pharmaceutical processes, nutritional services, surgical room turnaround times, registration department, behavioral health division, radiology, and laboratory departments. Conducted training in Lean Six Sigma to 120 hospital staff professionals and certified staff at the Lean Six Sigma Green Belt, Black Belt and Master Black Belt levels. Yielded statistically significant results by reducing pharmacy error rates by over 5%, reduced the number of patients stay days for behavioral health patients by 20%, reduced patient meal tray errors by 30% and improved the wait times for laboratory and radiology results to the doctors by 25%.

Senior Lean Six Sigma Master Black Belt (Novaces, LLC)

May 2018 to June 2018

Federal Emergency Management Agency (FEMA)

Was selected by Novaces, to take an assignment to provide technical expertise in support of the FEMA Response and Recovery efforts in San Juan, Puerto Rico at the Joint Field Office (JFO). Providing response and recovery efforts in two primary sectors for IT/Communications and Energy Development. Have identified two major areas for implementing process improvement initiatives for reducing the Process Lead Times for processing funding allocations for personnel and equipment that deals with getting Requests for Information (RFIs) and Requests for Proposals (RFPs) in place with contracts that total over 20 million dollars. Have also introduced the use of Logic Models, Data Collection Plans, Root Cause Analysis and Project Management tools across the FEMA agency that are demonstrating ways for the agency to organize and plan out improvement initiatives by way of introducing Key Performance Indicators (KPIs) as a means for measuring and sustaining the overall impact of the improvement initiatives that are being implemented. Have worked with the Commonwealth of Puerto Rico, and the private companies to negotiate and reduce cost variances with the goal of +/- 10% of the estimated costs for setting up permanent work contracts for projects to start developing renewable energy and updated communications capabilities across Puerto Rico. This alone has resulted in an estimated savings of over 1 billion dollars that complies with the Stafford Act and 428 legislations for cost efficiency and renewable technologies to be in place by October 2019.

(Novaces, LLC)

October 2016 to April 2018

Bureau of Medicine and Surgery – Washington DC

Served as a senior technical expert for Navy Medicine (NAVMED) enterprise level projects at the Bureau of Medicine and Surgery (BUMED), an agency that supports over 300,000 active-duty US Naval personnel and their families. Provided executive leadership and other senior stakeholders a logical progression in maturing the organizational approach to process improvement at all levels. At the strategic level, align NAVMED with its customer base and deliver real improvements by providing the foundation for standardization, alignment, and streamlining of processes required to deliver NAVMED’s Strategic Goals, including the qualifying and quantifying of Return on Investment.

At the operational level, provided product and service attributes within customer specifications as well as dramatically reduced process variation and causes of defects or errors that significantly contributed to improve business, workforce, and clinical processes resulting in a Lean Enterprise.

Served as the senior consultant for designing the construct of the Missions, Functions, and Tasks (MFTs) for the Office of the Chief Medical Officer position for BUMED under a realigned code for M5 that involved redistributing resources from code M3 into M5 along with developing the required Shore Manpower Requirements for starting up 4 Clinical Communities to support the NAVMED enterprise. Created over 100 new Missions, Functions, and Tasks for the BUMED Office of the Chief Medical Officer (OCMO), establishing 49.5 newly designed Full Time Equivalent (FTE) positions totaling over 15 million dollars in less than 4 months finishing 4 months early for a cost avoidance savings of over 1.4 million dollars.

Delivered Business Case Analysis for a new BUMED capability for integrating telemedicine opportunities for the NAVMED enterprise, a project that is budgeted for over 300 million dollars over the next 6 years. As a result of the Business Case Analysis, there were virtual health visit opportunities identified in 5 major health care areas that could help increase health care capacity, reduce lengths of stays, and reduce the number of encounters delivered, that will yield hundreds of millions of dollars in taxpayer savings over the next 6 years, paying for the initial investment several times over.

Division Director

July 2015 to July 2016

United States Environmental Protection Agency – Washington DC

Served as the Division Director, Evaluation Support Division for the Office of Policy, responsible for developing the EPA’s Lean Program that includes their capability to efficiently execute improvement projects and launching new methodologies as applicable according to the agency’s strategic business needs across 10 regions that supports over 15,000 employees. As part of the program development, introduced a strategic business tool to develop and format for use to implement a Lean Program Capability Maturity Model to assess the level of maturity for the overall EPA Lean Program. Conducted a Rapid Assessment of the current state for the EPA Lean Program to pinpoint gaps between the current state and the desired state (the ideal Lean organization). Routinely advised the EPA Administrator (President of the United States, Cabinet Member) and other EPA senior executives on the Lean program capabilities and major accomplishments using performance-based evidence. Aided the EPA Regional Program Offices and external partners (states, tribes, and others) in building capacity in performance management through training, technical support and performance improvement with developing key performance metrics. Manage over 100 process improvement projects across the agency to advance and build capacity along with realized results. Perform enterprise-level analytic studies that evaluate customer input to continuously improve the functional processes related to business process improvement and customer support, information sharing associated with assigned program areas, project execution, and the efficient and effective use of resources to achieve assigned program's objectives.

Director, Continuous Process Improvement

November 2012 to July 2015

National Guard Bureau - Arlington, VA

Served as the National Guard's Director, Continuous Process Improvement that supported over 400,000 personnel across 54 States and territories. As the Director for CPI, directly supervised a staff of 9 military and civilians. Provided direct input into the Department of Defense's process improvement initiatives for the Chief, National Guard Bureau. Responsible and accountable for reporting the National Guard's CPI metrics for Lean Six Sigma training objectives, completed process improvement projects with Return on Investment (ROI), as well National Guard personnel who completed Lean Six Sigma certification requirements as a member of the Office, Secretary of Defense's Senior Steering Committee for Process Improvements. Supervised the coordination and successful completion of over 250 process improvement projects that to date, have yielded over 100 million dollars in cost avoidance savings for the National Guard. Served as a facilitator and key member to one of the largest Business Transformation projects that the National Guard Bureau has undertaken, designed to transform the Joint Staff and the Office, of the Chief of the National Guard (OCNG) for supporting the Chief of the National Guard's role as a ranking member of the Joint Chiefs of Staff (JCS) for all matters related to the mission of the National Guard.

Lean Six Sigma Master Black Belt

July 2012 to November 2012

Lean Six Sigma Professionals - Washington DC Post Office, DC

Provided technical expertise for two process improvement projects, the first to reduce the number of extra trips and late deliveries for optimizing the delivery point of mail services with an expected Return of Investment of over 450,000 dollars, and the second project to improve the supply chain integration initiatives by reducing scrap waste with plastic tray assemblies that yielded an expected Return on Investment of over 550,000 dollars annually.

Senior Management Engineer

August 2010 to February 2012

Universal Health Services - King Of Prussia, PA

Managed 35 projects for 13 Acute Division Hospitals in Nevada, Texas and Florida for Universal Health Services corporate enterprise, a Fortune 500 company. Developed and delivered education and technical expertise for Continuous Process Improvement using the Lean Six Sigma methodology. Coached senior executive leadership on the use of Productivity Management in conjunction with Process Improvement, mentor and coached Department Managers in Process Improvement initiatives and the use of Productivity Management tools. Developed processes and tools for benchmarking and the use of comparative information for budgeting. Utilized Vision-ware and other health management systems such as Cerner, HCAHPS (Hospital Consumer Assessment of Healthcare Providers and Systems), and HMS (Healthcare Management System). Initiated and implemented new strategies to improve turnaround times with first start surgical cases for hospital operating rooms reducing delays and increasing overall efficiency with first case starts. Applied statistical analysis to demonstrate the significance of data driven improvements along with sustainability by improving the cycle time/Turn- Around-Time for hospital Emergency Departments from the time the patient arrives until the time of discharge, reduced duplicate order errors along with laboratory utilization redundancies, and provided direct on-site technical expertise to process improvement teams for processing Acute Coronary Syndrome and Stroke patients within the time constraints prescribed in order to meet American Heart Association certification and Joint Commission standards.

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