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Vincent J. Brigandivbrigandi@53K Reading RoadPhone: 732-586-0825Edison, NJ 08817 SUMMARYHighly motivated management professional in healthcare working with executives, physicians, and operational staff. Certified Six Sigma Black Belt utilizing effective facilitations skills, Lean Six Sigma, and Kaizen methods for process improvement and project management. My goal is to successfully lead your organization to operational excellence through continuous improvement program initiatives and deployments. EXPERIENCESomerset Medical Center, Somerville, New Jersey 2011 – 2014Nationally accredited 355-bed regional medical center providing medical, surgical, OB, behavioral health, and outpatient servicesManager, Process ImprovementResponsible for deployment of Lean Six Sigma and change management methodologies throughout the organization. Responsible for scoping, managing, and implementing process improvement initiatives resulting in statistically significant outcomes in clinical arenas, operational efficiency, and/or service delivery.Conducted Value Stream Analysis to reduce median turnaround time for Emergency Angioplasty from 72 min to 58 min, achieving the LeapFrog standard of 60 minImproved Special Procedures Charge Capture process, resulting in annual revenue generation of $150KFacilitated a Rapid Improvement Workshop to reduce labor costs for staff monitoring of patients, resulting in annual saving of $90KDesigned process for Centralized Scheduling model, providing patients and physician offices access for scheduling of outpatient services Developed and delivered Lean Six Sigma Champion Training to 150+ Managers and Senior ExecutivesMentored Lean Six Sigma Green Belts on application of Lean tools and facilitation of 30+ highly motivated project teams Managed Facility Pod as part of Robert Wood Johnson / Somerset Medical Center Transition TeamDeveloped communication boards and intranet webpage to promote Lean Six Sigma projects and results throughout the organizationConducted various 5S workplace organization events, resulting in easier access to supplies and improved workflow John F. Kennedy Medical Center, Edison, New Jersey (Division of Solaris Health System) 1995 - 2011Non-profit 498-bed community hospital offering advanced services such as general and specialized surgery, cardiac care, neuroscience, rehabilitation, and emergency medicineDirector Process Improvement 2007 – 2011Responsible for oversight of Process Improvement Department with a staff of five, including management of project portfolio. Coached/mentored Lean Six Sigma Black Belts and Green Belts to effectively facilitate high performing teams and implement process improvement recommendations to achieve significant outcomes.Worked with Senior Executives to drive business results by assuring project alignment with strategic initiativesImproved instrumentation processing time in Sterile Processing Department by 55% through standards of work and facility layout improvementsIncreased overall Outpatient Registration patient satisfaction scores from 87.5 to 89.6 through use of Lean and CAP techniques to expedite patient flow and minimize wait timesIncreased compliance for transfer of patients from Emergency Room to Nursing units within 60 minutes of bed assignment from 35% to 58%Conducted Kaizen event to improve turnaround time for Emergency Angioplasty, increasing compliance within 90 minutes from 58% to 76%Six Sigma Black Belt 2005 - 2007Responsible for leading high performing project teams, including educating executives and operational staff on DMAIC tools and methodologies Vincent BrigandiPage 2Reduced number of rejected (defective) claims in Outpatient Rehab from 46.3% to 7.4%Reduced average time to patient in room from appointment time by 53% for Interventional Radiology (62 min to 30 min)Improved defect rate for Orthopedic OR case turnover times from 30% to 19% Decreased missing medication charges in Emergency Department from 16% to 9%Increased discharge documentation compliance for Acute Myocardial Infarction process measures from 85% to 95%Process Management Leader, Program Management Office 2003 – 2005Responsible for improving operational efficiencies related to hospital-wide clinical and financial system roll-out. Conducted Six Sigma study with Nursing and Pharmacy to identify key factors causing missing doses, minimizing the number of missing doses by 20% Streamlined Revenue Cycle processes in Admitting, Coding, and Business Office resulting in increased cash flowWorked with Nursing Focus Groups to redesign and implement shift report guidelines and timely capture of vital signs resulting in 8.5% reduction in Nursing documentation timeWorked with OR staff and physician office staff to redesign processes for scheduling and block booking, resulting in 5% increase in OR utilizationProcess Engineer, Business Development 2002- 2003Responsible for supporting hospital wide initiative to improve efficiencies, including projects in the area of revenue and operational growthAnalyzed and recommended changes in work flow processes for medication ordering, processing, distribution and administrationConducted process assessment and recommended changes in workflow for scheduling outpatient tests resulting in quicker scheduling turnaround time and increased physician office satisfactionAssisted with development and modification of construction plans for Muhlenberg Regional Medical Center Outpatient Imaging Center and Access Center Formulated plan for rollout of SciHealth (statistical process control application) for tracking and reporting key performance measuresProcess Engineer, Information Systems 1995- 2002Responsible for utilizing process tools to lead and implement improvement initiatives, including data analysis and objective reporting to leadership groupsCoordinated, managed, and performed multiple process improvement projects in Transcription, Central Supply, and Family PracticeEvaluated work methods and staffing volumes to enhance organizational quality, while reducing costsSpearheaded the “Continuous Quality Improvement” effort through development of key measures aimed toward improving effectiveness and productivity of job functions within the organizationPerformed and presented cost benefit analysis/ROI for Transcription and Central Supply projectsProvided daily support to hospital personnel on various applications installed throughout the institutionEDUCATIONRutgers University College of Engineering, New Brunswick, NJBachelor of Science Industrial Engineering May 1994PROFESSIONAL ASSOCIATIONS AND ACHIEVEMENTS Institute of Industrial Engineers American Society for Quality Certified Six Sigma Black Belt (McKesson Corporation) Trained in Lean Sigma, CAP, Work Out (General Electric) ................
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