Ron Hughes
Advisory Board Member and Senior Advisor at PERFECTSHIFT- Claim this Profile
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Bio
Kevin Spellman
Ron Hughes is one of the most talented healthcare consultants I've had the pleasure to work with. He's creative, resourceful, and very dedicated, which all lead to great outcomes. He works tirelessly for his clients, and has created long lasting, great relationships with them as a result. Ron is also a great teacher. I worked under Ron from 1994-1998, and learned more from him than anyone else. He also teaches his clients in a very similar manner, with the intention of helping them be able to go forward without the need for further support; a truly rare quality in consulting.
Brent P Renalde
Ron consistently assisted his clients in creating a larger profit margin, improving patient satisfaction, improving client work flows and refining morale with his client’s employees and management staff. His history of achieving positive results in a work environment was demonstrated in each project he managed and or directed. This was achieved through his ability to provide an environment of team work to overcome operating problems and identify and correct the core issues involved in an efficient and timely manner. Ron has my highest recommendation as a Senior Manager and peer.
Kevin Spellman
Ron Hughes is one of the most talented healthcare consultants I've had the pleasure to work with. He's creative, resourceful, and very dedicated, which all lead to great outcomes. He works tirelessly for his clients, and has created long lasting, great relationships with them as a result. Ron is also a great teacher. I worked under Ron from 1994-1998, and learned more from him than anyone else. He also teaches his clients in a very similar manner, with the intention of helping them be able to go forward without the need for further support; a truly rare quality in consulting.
Brent P Renalde
Ron consistently assisted his clients in creating a larger profit margin, improving patient satisfaction, improving client work flows and refining morale with his client’s employees and management staff. His history of achieving positive results in a work environment was demonstrated in each project he managed and or directed. This was achieved through his ability to provide an environment of team work to overcome operating problems and identify and correct the core issues involved in an efficient and timely manner. Ron has my highest recommendation as a Senior Manager and peer.
Kevin Spellman
Ron Hughes is one of the most talented healthcare consultants I've had the pleasure to work with. He's creative, resourceful, and very dedicated, which all lead to great outcomes. He works tirelessly for his clients, and has created long lasting, great relationships with them as a result. Ron is also a great teacher. I worked under Ron from 1994-1998, and learned more from him than anyone else. He also teaches his clients in a very similar manner, with the intention of helping them be able to go forward without the need for further support; a truly rare quality in consulting.
Brent P Renalde
Ron consistently assisted his clients in creating a larger profit margin, improving patient satisfaction, improving client work flows and refining morale with his client’s employees and management staff. His history of achieving positive results in a work environment was demonstrated in each project he managed and or directed. This was achieved through his ability to provide an environment of team work to overcome operating problems and identify and correct the core issues involved in an efficient and timely manner. Ron has my highest recommendation as a Senior Manager and peer.
Kevin Spellman
Ron Hughes is one of the most talented healthcare consultants I've had the pleasure to work with. He's creative, resourceful, and very dedicated, which all lead to great outcomes. He works tirelessly for his clients, and has created long lasting, great relationships with them as a result. Ron is also a great teacher. I worked under Ron from 1994-1998, and learned more from him than anyone else. He also teaches his clients in a very similar manner, with the intention of helping them be able to go forward without the need for further support; a truly rare quality in consulting.
Brent P Renalde
Ron consistently assisted his clients in creating a larger profit margin, improving patient satisfaction, improving client work flows and refining morale with his client’s employees and management staff. His history of achieving positive results in a work environment was demonstrated in each project he managed and or directed. This was achieved through his ability to provide an environment of team work to overcome operating problems and identify and correct the core issues involved in an efficient and timely manner. Ron has my highest recommendation as a Senior Manager and peer.
Experience
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PERFECTSHIFT
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United States
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Hospitals and Health Care
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1 - 100 Employee
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Advisory Board Member and Senior Advisor
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Jan 2020 - Present
Currently, Mr. Hughes is an Advisory Board Member and Senior Advisor to PS’s Clients.a Senior Advisor with PerfectShift.com (www.perfectshift.com).
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Advisory Board Member for PERFECTSHIFT, and Senior Workforce Optimization Advisor
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Jun 2019 - Apr 2020
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Stroudwater Associates
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United States
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Hospitals and Health Care
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1 - 100 Employee
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Senior Advisor
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Jun 2018 - Jan 2020
Improved their client’s operational effectiveness and financial performance by working with a team implementing tools, metrics, and improved management systems. Improved their client’s operational effectiveness and financial performance by working with a team implementing tools, metrics, and improved management systems.
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Senior Project Manager & Operational Performance Improvement Facilitator
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Jun 2017 - Jan 2020
As an Independent Operational Performance Improvement Advisor, Mr. Hughes has invested years working directly with C-level hospital and ambulatory clinic leadership, physicians, directors, and front-line managers implementing organizational and procedural change. His approach utilizes a guided participatory methodology. The existing departmental content experts are utilized to create sustainable improvements in management processes and procedures. The results – front-line managers who are skilled in positively affecting change in the quality of service, workplace environment and the financial bottom line of their organization. “Performance Improvement requires specific and dedicated implementation. Real change requires hands-on team work and consensus building to achieve sustainable results in quality, service and cost.” “Varying content expertise/opinions can’t replace consensus-driven execution.” “A change agent is the facilitator of organizational, managerial and individual behavior modification based upon practical best-practice insight.” Show less
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Huron
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Business Consulting and Services
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700 & Above Employee
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Manager Huron Consulting Group
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Aug 2016 - Jun 2017
Senior Performance Improvement Consultant - Workforce Practice Specializing In Operational Performance Improvement (Short Interval Time Management) The changes in the delivery of healthcare products and services have prompted a reevaluation of strategic direction and options for the majority of healthcare companies, which has resulted in retrenchment for many of them. Alliances, joint ventures, acquisitions, mergers, restructurings, and divestitures are all being employed, as these companies specifically address reducing operating costs in the face of pricing pressures and modest revenue growth. The focus on the Front-line Managers has been lost in all this change. The Productivity "Game" is won or lost with these managers. Do they have the daily "real-time" management tools and reports to keep them calibrated to their performance targets? Mr. Hughes, as a Manager and Senior Consultant, will provided Advisory Services and Project Management in Operational Performance Improvement Engagements. Show less
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MedAssets
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United States
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Hospitals and Health Care
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500 - 600 Employee
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Senior Consultant - Work Force Solutions
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Oct 2013 - Jun 2016
Assigned to improve labor cost performance at the cost center level, leverage MedAssets’ technology, process and analyze large amounts of complex operational and budgetary data to show savings opportunities. (small/medium sized hospital setting) Resulting in improved operational effectiveness and financial performance by implementing tools, metrics and management systems. New objectives were achieved through education and training of department leaders and front-line managers. MedAssets was acquired by an International Investor, split-up, down-sized and has taken a new name and mission. Show less
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Banner Health
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United States
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Hospitals and Health Care
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700 & Above Employee
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Operation Performance Improvement Director
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Oct 2010 - Sep 2013
Directed and facilitated regional and system organizational performance measurement, analysis, and improvement in alignment with the labor cost goals of Banner Health System. Responsibilities include working closely with regional and system leaders, providing leadership, knowledge, and tools for reviewing processes and outcomes, identifying improvement opportunities, selecting appropriate improvement approaches, supporting operations management and improvement activities, and assessing the impact of operational changes. Worked with the other Labor Management Engineers, CEOs, CNOs, Facility Directors and the Regional CFOs, to help plan, prepare and manage departmental operating budgets and productivity systems. At a regional and system level, was a resource and participated in the process for measuring and analyzing organizational performance; including the development, implementation, and maintenance of systems/standards that provide such measures. Kronos WorkForce Analytics and Premier Benchmarking products were the two primary applications. Define and develop detail facility specific measures of various dimensions for performance alignment with organizational goals. Work with facility and system leadership to communicate organizational performance. Applied permanent frontline tools and measure to identify opportunities and resolutions of specific departmental problems. Identify areas of need and initiate formal and informal training for leadership, physicians, staff, and other constituencies related to measuring and analyzing performance, improvement techniques, forecasting workload requirements at the shift level, and collaboration in multidisciplinary teams. Approaches and tools used: DMAIC, Modified LEAN, Rapid Cycle Project Approach, SBAR Process Redesign, Focus Reviews and more. Show less
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Independent Contractor - Healthcare
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Hospitals and Health Care
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1 - 100 Employee
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Independent Contractor with Inavex LLC, MicroHealth Inc., Hughes Advisory Services LLC
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May 2009 - May 2010
Implementation Specialist (Jan 2005 – Feb 2006 & May 2009 – May 2010) As an Implementation Specialist he specializes in fixing broken management processes and procedures, as well as introducing new technology to the organization’s users. Through a guided participatory methodology, the existing departmental content experts are engaged. This approach is the most cost effective because it is the client’s team who are aware of the unique limitations and issues blocking change, and most able to participate in the creation of processes leading to sustainable change. While the required change itself can be as varied as increasing throughput, cost management, revenue capture, market share increase, reduction in the workforce, or the implementation of new technology – the dynamics of change, remain the same. Providing direction to the organization’s content experts and developing the management skills and tools they need will, in turn, directly benefit the quality of service and the financial bottom line. This cooperative process results in a faster implementation, with less organizational interruption. Show less
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Cardinal Health
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United States
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Hospitals and Health Care
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700 & Above Employee
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Vice President of Sales Professional Services and Consulting - Alaris System Implementation Manager
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Jan 2006 - May 2009
As VP of Sales was responsible for selling consulting engagements throughout a 14 Western State territory. That includes operational effectiveness, patient throughput, pharmacy services, supply chain, transformational management services and other custom designed operational and financial improvement initiatives. Developed an operating and sales strategy for a strategic partnership with the other Cardinal Health business units to provide package solutions including participation on a number of “One Cardinal” teams to reduce inventory costs to the large healthcare systems in the western region. Alaris IV System Implementation Project Manager for a number of very large hospital systems on the West Coast, Midwest and Southern Regions. Directed Multi-million dollar, multi month projects involving contract completion, project logistics, software development, nursing and pharmacist training, Bio-med device check-in, (FDA) quality system management, hospital wide product install and post implementation follow-up. (Scripps San Diego, Alegent Health Omaha, Texas Health Resources Dallas, JPS Ft Worth, Shiners Hospitals and a Number of VA Hospitals) Special Note: was involved in numerous classroom training sessions (consulting & implementation methods) at Cardinal University. Show less
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Productivity Consultant, Senior Project Director
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May 1989 - Jan 2005
Nationally recognized for successes in project feasibility analysis and productivity improvement projects. Analyzed hospital and clinic processes, staffing needs, and conditions affecting performance. Improved communications, workflow, and organizational effectiveness. Encouraged cultural change through proactive systematic management tools and a number of established and new process improvement methodologies. Developed an innovative program to engage physicians in the process of staff utilization and productivity. This led to physicians actively driving the performance improvement and purchasing decision at Austin Regional Clinics, M.D. Anderson Cancer Research Center, Ohio State, and Texas Children’s. Consistently achieved outstanding cost savings and service level improvements for Preoperative services by increasing surgery capacity and patient throughput by improving case scheduling, on-time starts, operating room turn-over times, case cart preparation, and process standardization. Recognized nationally for systems and tools developed at Ohio State University Medical Center and Long Island Jewish Medical Center. Skillfully coached and trained new company consultants in the application of short interval time management principles, and then mentored them as they worked with their clients. Experiences were in all types of clinic settings, nursing units, surgery, administration, support services, pharmacy, radiology, labs, emergency departments, pediatrics, and intensive care units. Responsibilities included total consulting project execution, project resource allocation, consulting staff leadership and management and project budgets. Consulting engagement highlights: M.D. Anderson Cancer Research Center, Houston, TX; Aurora Health Systems, Milwaukee, WI; Duke University Medical Center, Durham, NC; Methodist Hospital, Houston, TX; Austin Regional Clinics, Austin, TX; Texas Children's Hospital, Houston, TX; Ohio State University, Columbus, OH. Show less
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West Hudson
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United States
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Medical Practices
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1 - 100 Employee
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Project Director
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May 1989 - May 2001
Productivity Improvement - Labor Cost Productivity Improvement - Labor Cost
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