2012 ResumeORL Performance Improvement by ay5aByO


									                                                         Darby Israel
                          7131 Blair Drive, Orlando, FL 32818 ▪ (973) 978-5472 ▪ darbyisrael@hotmail.com

      Dynamic process improvement consultant, who utilizes creativity and leadership alongside technical abilities to
      analyze problems, strategize solutions, and effectively communicate results.
                 MBA prepared, Six Sigma Black Belt with relevant studies in Economics and Healthcare.
                 Performance Improvement experience with tangible results using Lean and Six Sigma.
                 Track record of effectively communicating with all levels of the organization.
                 Analytical abilities: regression analysis, inferential statistics, dashboards, and scorecards.
                 Computer Skills: Microsoft Office (Outlook, Excel, Access, PowerPoint, and Visio),
                  E-Views, JMP, SPSS, Lindo, POM, Adobe Photoshop, Epic, Cerner, NaviCare, and Power Insight.
      Performance Improvement Project Manager                                       May 2011- January 2012
      Florida Hospital Waterman∙ Adventist Health System ∙ Tavares, FL

                 Responsible for providing Performance Improvement consulting services consisting of the
                  implementation of projects, assessments, project management, facilitation, education and data
                  analysis. Under the guidance of the Director of Quality Management prioritized, planned, and
                  executed collateral projects for JACHO, ACHA and CMS compliance.
                 Educated clinical staff on process improvement techniques through teaching & utilizing Lean
                  tools and techniques, PDSA, change management approaches and Six Sigma. Served as
                  quality facilitator for organizational initiatives. Simplified improvements for clinical and
                  operational staff. Described as an “exceptional coach and mentor.”
                  Facilitated problem solving consultations to increase ED throughput. Successfully streamlined
                  ED CT scan processes to reduce average LOS in 20% of ED volume by 50%.
                 Coordinated 3-month strategic plan to reduce incidents of hypo/hyperglycemia through the
                  coordination of Blood Glucose point of care test and meal tray delivery coordination to support
                  glycemic control. Project resulted in an increase in the percentage of insulin given within 15
                  minutes of meal consumption from 60% to 90%.
                 Redesigned hospital Hand Hygiene Compliance program resulting in an increase of observed
                  compliance from 79% to 89% in three months.
                 Overhauled hospital patient flow program. Created and presented “Hospital Throughput
                  Scorecard” to hospital leadership. Ran queries and created additional reports using Power
                  Insight (SAP) to provide advanced data analysis to project teams. Developed project
                  dashboards, tracking systems and metric reports for senior leadership.
                 Successful in driving change, influencing others and communicating effectively.

         Operations Improvement Intern│ Internal Consultant                     June 2010-December 2010
         The Hospital of the University of Pennsylvania ∙ Penn Medicine ∙ Philadelphia, PA

                 Primary duties included the planning, organizing and leading of multi-disciplinary
                  improvement initiatives using Lean and Six Sigma methodologies. Additional tasks included
                  independent analysis and improvement recommendations on various operational processes and
                  clinical services such as Patient Transport Services, Pathology Laboratory Services, Social
                  Work rounds and Patient Telephone/Television Services.
                 Successfully communicated process and project updates in concise, easy to understand
                  formats. Planned and facilitated operations improvement pilots and successfully trained over
                  250 staff members with presentations to the COO, CEO and VP of Clinical Operations.
                 Led a facility wide (740-bed) initiative to improve hospital transport turn-around times from
                  nursing units to ancillary services. Successful in decreasing patient transportation delays and
                  cancellations by 50% in two 40-Bed Telemetry nursing units.
                 Recruited and led a cross-functional team to coordinate traffic and implement guidelines for
                  the Pneumatic Tube System. Reduced user error by 35% and decreased average system
                  downtime by 200 minutes/month.
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       Through workflow analysis of outpatient phlebotomy lab services, generated processes,
        narratives, process map proposals to reduce bottlenecks and 2- FTEs (Annualized savings of
        $90,000) in waste and inefficiencies.
       Facilitated Kaizen Events and team brainstorming meetings to identify “low-hanging fruit”.

Facility Operations Manager│ Residence Hall Director                          August 2007 – June 2010
Residence Life Department ∙ University of Delaware ∙ Newark, DE

       Oversaw the daily operation of a 300 student residence hall. Directly supervised a staff of 6
        Resident Assistants and served as a liaison to parents, students, environmental service staff,
        and university administration. Honored with “People’s Choice Award” for outstanding
       Managed a variety of HR functions such as hiring, work assignments, performance appraisals,
        employee discipline as well as mentoring and coaching low- performing employees. Utilized
        process improvement techniques to streamline administrative and operational processes.
       Served two terms on the University Student Health Advisory council. As council member,
        participated in the strategic planning of healthcare service delivery to students and staff. Also
        assisted in the evaluation of services, the preparation and review of annual budgets and the
        execution of special projects.

Lean Implementation Intern                                                     May 2009-August 2009
Bryn Mawr Hospital ∙ Main Line Health System ∙ Bryn Mawr, PA

       Primary duties included the support of operational improvements through the use of Lean/TPS
        tools to accurately capture current state, improve quality, eliminate waste and reduce
        inventory. Analyzed, gathered and presented data to be used in making recommendations and
        identifying solutions.
       Assisted in the development of implementation strategies to maximize impact of improvement
        initiatives. Conducted best practice research, process analyses and employee interviews to
        implement support strategic initiatives.
       Partnered with VP of Operations in change management strategy through the education of
        clinical and support staff. Successfully established continuous improvement culture in hospital
        sterilization department leading to a 50% decrease in non-value added activities.
       Successfully identified inefficiencies in Peri-operative Nursing leading to the reallocation of 2
        FTEs. Utilized staff interviews, time studies and Kanban system to drive improvements.
       Liaised directly with lean consultants. Collaborations resulted in established par values in
        Surgical Nursing Department to reduce inventory budgets by $100,000 annually.

Financial Analyst│ Administrative Practicum                           February 2009- May 2009
Wilmington VA Medical Center ∙ Veterans Health Administration ∙ Wilmington, DE

       Under the supervision of the Chief Financial Officer, collected data, performed analysis and
        manipulated databases to study the Veterans Equitable Resource Allocation
        (VERA) model. Performed daily analysis of clinical diagnoses, average cost of care, and
        projected budget allocation.
       Developed and delivered improvements to the quality of VERA model inputs, such that
        forecast models accurately reflect government allocations.
       Supported the creation of internal control tools for managers to assess workload and reduce
        excess staffing. Revamped HR processes to support operational budget.

Health Systems Specialist Intern                                          May 2008-August 2008
Providence VA Medical Center ∙ Veterans Health Administration ∙ Providence, RI

       Working within the office of the medical center director, executed operational and clinical
        improvement projects using various change management techniques.
       Completed operational improvement projects as directed by the Health Systems Specialist.
        Used root cause analysis to identify missed opportunities in updating patient demographic
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                information. Analyzed incident reports, patient advocacy cases and reported adverse event data
                to track efficacy of educational initiatives.
               Successful partnerships with clinical leaders. Increased Epidemiology Nursing’s ability to
                track nosocomial infections by creating MS Access databases. Created quantifiable metrics to
                track compliance with JACHO’s 2008 National Patient Safety Goals.

        Mathematics Tutor                                                       February 2011- May 2011
        WHIZard Academy ∙ Somerset, NJ

        Building Manager | Program Coordinator                                January 2005- January 2007
        Paul Robeson Cultural Center ∙ Piscataway, NJ

        Apprenticeship in Geographic Information Systems (GIS)                    January 2007-June 2007
        Vertices Interactive Mapping ∙ New Brunswick, NJ

        Patient Registration Clerk | Medical Records Technician                 May 2006-September 2006
        Hurtado Health Center ∙New Brunswick, NJ

        Patient Services Advocate                                        September 2005-December 2005
        Hyacinth Aids Foundation∙ New Brunswick, NJ

     Master of Business Administration: Healthcare Administration │Economics (2010)
     Alfred Lerner College of Business and Economics ∙ University of Delaware ∙ Newark, DE
     Certificate in Responsible Research Design

        Bachelors of Science: Public Health │Economics (2007)
        Edward J. Bloustein School of Planning & Public Policy ∙ Rutgers University ∙ New Brunswick, NJ

      American Society of Quality (ASQ) Six Sigma Black Belt Certification (2012)
      Certification Exam scheduled for 2/26/2012

        American Society of Quality (ASQ) Certified Six Sigma Green Belt (2011)

        Certification: Lean Six Sigma Green Belt (2011)
        Lockheed Martin & Rutgers Institute for Management and Executive Development
        Completed DMIAC Project & Certification Exam

        Training in Fundamental Lean│TPS Concepts (2009)
        RWD Lean Senior Consultants (Former Toyota Plant Managers)
        House of Lean, 5S, Job In Training, Ergonomics, Kaizen, Labor Analysis, Standardize Work, Value Stream
        Mapping, Kanban, Current State Mapping, Time Motion Studies, Gemba, Work Structure Breakdown

        VHA Systems Redesign Framework (2008)
        Project Management Department │ Providence VA Medical Center
        TAMMCS, Advanced Clinical Access (ACA), General Systems Theory

        Training in Supervision and Management (2007)
        Office of Residence Life │University of Delaware
        Conflict Resolution, Mediation, Crisis Management, Budget Management, Meeting Facilitation

       American College of Healthcare Executives (ACHE) - Member
       American Society of Quality (ASQ) - Member
       Lake County Toastmasters - Member
       Golden Triangle YMCA - Volunteer Youth Basketball Coach

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