Experience

Healthcare Company
• Hospitals and Health Care
• 100 - 200 Employee
• Consultant

  • Oct 2023 - Present


Lonza

• Switzerland
• Pharmaceutical Manufacturing
• 700 & Above Employee

• Operational Excellence, Project Manager

  • Jan 2022 - Oct 2023

  Since joining Lonza at the Hayward, California site, my focus and efforts have included observing and facilitating incremental improvements in our Hoshin Kanri deployment initiative. As a biologic manufacturing site, our primary mission is to ensure the uninterrupted, safe, and successful flow of batch production that requires a holistic and cross-functional effort comprised of several teams including manufacturing, engineering, supply chain, quality, and an array of other support functions. In order to ensure all support functions can align and communicate, a tiered-management system must provide the upward escalation for support and downward cascade of barrier removal to maintain a quick resolution to ongoing manufacturing challenges. Other project initiatives I have supported include supporting efforts to reduce unnecessary levels of inventory related to raw material retains and serving as a primary facilitator and project manager for the batch production process and related batch records that support GMP documentation as parallel activities. Additionally, I am facilitating the deployment/roll out of our Lonza Business Management System (LBMS), which encompasses 3 phases that include curriculum training, site-wide implementation of department initiatives, and a maturity assessment of outcome goals and metrics. Ultimately, our LBMS aims to build the cultural foundation needed to meet our company's 6 performance pillars: Safety, Quality at Source, On Time Delivery, Cost Efficiency, Innovation, and most importantly People. LBMS provides the framework to drive our site's transformation via Strategic Alignment and Deployment, but also navigate the culture from an Introduction (phase) of a new way to perform business to an Integration-level of change management and behavior, ultimately resulting in the last, but continuous phase of transformation, which is Internalization - the total acceptance and adherence to Continuous Improvement. Show less



UC Davis Health

• United States
• Hospitals and Health Care
• 200 - 300 Employee

• Organizational Consultant IV (Internal Employee)

  • Aug 2015 - Oct 2021

  My project portfolio includes experience with value streams involving financial revenue cycles, supply chain operations, both inpatient and outpatient flow and throughput models, Emergency Medicine processes, Transplant patient care life cycles, Perioperative patient flow and care, lean consulting on capital project initiatives, and several other teaching and coaching endeavors for staff and business owners. I have performed a wide array of analysis work that includes data mining and research, data acquisition, validation, and integration into visualization software like Excel, Minitab, Power BI, Tableau, and Epic (EMR). Show less



Sutter Health

• United States
• Hospitals and Health Care
• 1 - 100 Employee

• Lean Consultant (Internal Employee)

  • Jun 2014 - Jul 2015

  Served as the primary Lean contact and liaison for the Modesto Memorial Medical Center (MMMC) Emergency Department (ED). Worked directly with medical and nurse directors to address several improvement opportunities including front-end patient capacity and flow, patient triage management and organization, and collaboration, communication, and awareness between admitting hospitalist and ED staff. Performed daily management and coaching with front end staff to help them recognize and address waste in the system and design performance metrics to drive improvement during tiered huddles. I planned, organized, facilitated, and project managed rapid improvement events (Kaizens) with ED staff and cross functional departments including inpatient specialties, house supervision, bed control, pharmacy, discharge planners, and surgical staff. Show less



United States Department of the Air Force

• United States
• Armed Forces
• 700 & Above Employee

• DAF Civil Servant (Air Force Civilian Employee)

  • Jun 2008 - Apr 2014

  During the period between June 2008 and April 2014, I worked as a civil servant for the Department of the Air Force (DAF) served as a Lean Six Sigma practitioner for an office named Air Force Smart Operations for the 21st-century (AFSO21). My role and responsibilities included partnering and collaborating with the AFSO21 manager to plan and facilitate improvement events, instruct a course on Six Sigma Green Belt knowledge and facilitation techniques, and support the AFSO21 office in whatever capacity was needed. Show less