Subbu Venkat M.S., MBA 933 Brentwood Drive, Coppell, TX 75019. email:subbiahvenkat@gmail.com mobile: 704-591-9030 https://www.linkedin.com/in/subbu2 PROFILE: Lean Sensei and Six Sigma healthcare consultant with extensive experience in hospital and clinic operations. Successfully managed and completed numerous improvement initiatives with focus on throughout, quality, patient satisfaction, employee engagement, and cost. Continuous Improvement (CI) and Process Improvement (PI) expert with 22+ years of progressive experience in operational transformation across cross-functional value streams with outstanding results. Lean/Six Sigma/PMP Certifications: Lean expert employing Clemson University Training at WestPoint Stevens in 2001 ASQ Siemens - Six Sigma Green Belt certified in 2002 and Black Belt certified in 2004 Internal Audit (IA) certified at Siemens in 2005 Project Management Professional (PMP) certified at Siemens in 2005 ASQ Healthcare Statistical Quality Analysis certified in 2007 Selected Skills: Managing for daily improvement (MDI), Hoshin-Kanri, A3 (Problem Solving, Strategy, Status, Activity), DMAIC, Root Cause and Gaps Analysis, SIPOC, 6S (5S), Kaizen, JIT, CTQ, VOC, FMEA, Value Stream Mapping, Rapid Improvement Events and TOC. Selected Career Accomplishments: Facilitated and managed 50+ Six Sigma/Lean/CI/Rapid Process Improvement Workshops leading to Over $7 million in cost savings Over $4 million in cost avoidance Over $4 million in revenue generation Mentored/Coached 50 + Yellow and Green belts for 20+ Six Sigma projects Cross functional leadership reporting to the C-Suite Mentored/coached 40+ clinical and non-clinical staff in Lean methods and tools Areas of Expertise: Physician Recruitment, Ambulatory Operations including Primary Care and Specialty Clinics, Patient Access and Revenue Cycle including Patient Access Call Center, Precertification and Front Desk POS, Emergency Department, Radiology Operations including Interventional Radiology, Inpatient Flow – LOS, HCHAPS, Readmissions, Patient Safety, Charge Capture and Centralized Billing. Work Experience: Lean Six Sigma Specialist: UT Southwestern Medical Center- March ’17- Focus Areas: Reporting to the Director of Lean Six Sigma, responsible for facilitating and teaching Lean Six Sigma process improvement initiatives. Selected Accomplishments: 1. Efficiency of the Inpatient Lung Transplant Team 2. BMT Interdisciplinary Rounding 3. Safety Event Reporting at UTSW - Assessment and Recommendations, 4. Core Lab – Value Stream Mapping and related projects 5. 6S @ Zale Hospital Unit Supply Rooms (12 Supply Rooms) 6. Guest Auditor – University Hospitals Building and Fixed Equipment Maintenance Audit. Other: Sleep Clinic Flow Improvement, Hospital Capacity Management Dashboard and Daily Huddle Process Improvement, Coach – CS&E Team. Six Sigma Process Engineer: Joerns Healthcare, Charlotte, NC- July ’16- Jan ‘17 Focus Areas: Reporting to the COO, responsible for process improvement, project management and Lean Six Sigma training for the field services organization. Field Services operations encompass 130 Warehouses across USA. The objective is to increase inventory turns and improve SLA performance. Selected Accomplishments: Repair Center Redesign: Designed, developed and rolled out the DME NPWT Repair Center in Arlington, TX. Savings: Cost reduction: $5 million per annum, Turnaround time reduction: from 6 weeks to 2 weeks. Lean Sensei: Carolinas HealthCare System, Charlotte, NC– Feb’ 14– March ‘16 Focus Area:Ambulatory and Inpatient Operations, Information Systems (IS) and Behavioral Health.Responsible Engagements:Core Lab 3P, Inpatient Layout, ED Clinical Design, Provider Onboarding Optimization, Request, IS Asset Tracking, Behavioral Health Transformation and Telepsych workflow – Demand Mapping, Provider Termination Workflow, Daily Huddles.Selected Accomplishments: Physician On-boarding Streamlining from 90 days to 10 days (cost savings $200K).Live Answer Patient Access - reducing turnover by 50% (cost savings $150K). Inpatient Unit Patient Flow – reducing LOS by .5 days (cost savings $220K). Continuous Improvement Specialist: Nemours AI DuPont Hospital for Children, Wilmington, DE- Sept’ 12 – Feb’ 14 Selected Accomplishments: Patient Access Call Center, Complex Care Coordination RPIW, Patient Discharge RPIW, Cardiac Clinic – Flow Optimization RPIW, Patient Access – Outpatient Appointment Scheduling Redesign RPIW, Equipment Flow – Beds and Pumps Workflow RPIW. Senior Lean Leader: Valley Health, Winchester, VA –June ’11 – Sept ’12 Reporting to the CFO, Lean Leader for strategic system wide process improvement initiatives. Selected Accomplishments: Patient Access Revenue Cycle, ED: Value Stream. Highlights: Triage optimization, Minor care work flow, Dr. done to floor. Outpatient Diagnostic Center: Value Stream. Highlights: Throughput/flow improvement.Rehab: Inpatient schedule optimization (40 therapists). Cost avoidance: $200K.Charge Capture: Value Stream. Cost savings and benefits: $2M. PI Project Manager: Lahey Clinic, Burlington, MA - Sept ’09 – June ‘11 Reporting to the CMO and VP of Quality, Lean Project Manager for operational and clinical process improvement. Focus: Patient Access Center, Interventional Radiology, Hematology-Oncology, Physical Therapy and Central Appointment Office. For the Appointments on Demand – Patient Access improvement initiative as Project Manager facilitated over 25+ projects on an 18 month timeline in collaboration with the Steering Team championed by Chief Medical Officer. Selected Accomplishments: Access center: Designed, developed and rolled out a centralized patient contact center.Patient centric scheduling: Target 100% close to 35% as of June ’11.Inpatient bedside scheduling: Target 100% Inpatient Follow up, close to 40% as of June ’11. Operational Excellence Consultant: Phoenix Life Insurance, Hartford, CT - Jan ‘09 - Sept ‘09 Reporting to the Sr. VP Operational Excellence. Lead and facilitated operational excellence across the organization from a high profile technical consulting role with direct access to the C- Suite and senior executive management. Lean projects focused on driving operational efficiency and effectiveness through customer focused process improvement solutions designed to reduce turnaround times, decrease expenses, and enhance customer retention. Selected Accomplishments: Client Conservation – Designed and developed monthly metrics and YTD dashboard with visual reporting for executive management and board of directors.Call Center and back office operations process improvement – improved customer satisfaction metrics by 15%. SIEMENS (Medical Devices and Energy), Malvern, PA and Orlando, FL (May ‘01-Sept ‘08) Process Manager ’06-‘08: Reporting to the Sr. Director-Sales Operations. Designed, developed, maintained and improved the complex sales support processes in ERP - SAP and CRM - Siebel environments. Selected Accomplishments: Designed process to enable cross selling amongst diverse segments/product lines Harmonized the sales reports between multiple divisions/reduced the sales reports by 50% Reduced the average employee on-boarding time by 50% Led a Revenue Cycle Assessment and Process Improvement Project using Siemens Revenue Cycle Optimization System and Workflow Management Toolkit at Paoli Hospital part of the Mainline Health System based in Paoli, PA in 2006. Project was also part of the MBA graduation requirements. Quality Manager ’05-’06: Reporting to the Sr. Director, Quality Assurance., managed the quality assurance program for the “Operating Room Management System and Oncology System” supporting the agile product development methodology. Worked with Chester County Hospital as the SOARIAN – Oncology/ ORMS BETA site for testing the system during product development cycle. Selected Accomplishments: Reduced and consistently maintained the level 1 defects at zero and level 2/ 3 defects to less than 5% Achieved the targeted savings of $1.36 million in development costs through productivity improvements Lead a Revenue Cycle Management team to analyze the cycle time and bottlenecks in the payment cycle for patient accounting at a Mainline Health in Chester County, PA. Internal Auditor (Operations and Manufacturing) ’03-’05: Reporting to the Sr. Director-Auditing, performed a variety of operational and compliance audits. Supported the KPMG audit team in the annual GAAP balance sheet and financial audit, conducted fiduciary investigations on reported/identified fiscal non-compliance violations. Lead the six sigma project for Inventory Management and Export Compliance. Selected Accomplishments: Inventory Management – Ultrasound and Transducers. Six Sigma Lean project for throughput and quality improvement - Hearing Aid, Procurement consolidation assessment: identified annual savings of $1.5 million. T&E compliance audit resulted in streamlining 4% of the $176 million expenditure Six Sigma Project Manager ’01-’03: Reporting to the Director-Transportation, managed a team of 5 freight payment coordinators and continuously improved the Transportation Freight Payment process. Responsibilities included the monthly balanced scorecard reporting process and the “Transportation Optimizer” online tool. Lead multiple Six Sigma projects - supplier non-compliance, shipment optimization, automation of freight bills payment and EDI for carrier invoicing. Selected Accomplishments: Developed the “Transportation Optimizer” into a best practice and rolled it out to other Siemens divisions. EDI process was benchmarked for annual savings of $200K. Freight process automation resulted in annual cost improvements of $150K Education: Pennsylvania State University MBA –Information System and Healthcare Management (07), Cumulative GPA: 3.85/4.00 Clemson University M.S. - Industrial Management (01), Cumulative GPA: 3.85/4.00. Graduated Beta Sigma Honors Annamalai University, India B.E - Electrical and Electronics Engineering (89), Cumulative GPA: 3.5/4.00