While under direction of the Director of Organizational Effectiveness, this position will be responsible for leading Performance Improvement teams and managing the performance of the Lean/Six Sigma Black Belts using tools from Six Sigma, Lean, and other contemporary performance improvement methodologies. In addition, the Manager of OPI will oversee the performance of systems design and reengineering, the leveraging of benchmarking and best practices to improve labor, supply and space utilization. The Manager, OPI will be responsible for the coordination and delivery of hospital-wide education on Lean, Six Sigma, and other PI tools. He/she will also be responsible for maintaining the systematic approach to project management by, and the mentoring of the Improvement Consultants, Clinical Quality Specialists, and other performance improvement specialists as needed. He/she provides oversight regarding performance improvement competency and skill development throughout the organization.
EDUCATION and EXPERIENCE:
Master's degree in Industrial Engineering or Business Administration (concentration in Finance, Management, or Operations) with five years of experience in systems and process improvement.
LEAN/Six Sigma Master Black Belt certification required.
At least five years of experience leading performance improvement teams with sustained improvements in at least five organizational projects with reduction/process improvement/systems and/or engineering activities.
Two or more years of experience as a Master Black Belt with oversight responsibility for Lean/Six Sigma Black Belt projects. Health care project experience preferred. Two or more years of experience in a leadership position with FTE responsibility preferred.
1. Strong interpersonal and organizational skills to meet multiple priorities
2. Must be able to aggregate and organize internal and external information related to regulations and reporting
3. Ability to foster/facilitate teamwork and effectively resolve conflict.
4. Must be able to make assumptions and recommendations based on evaluation of data and knowledge of the hospital.
5. Must be able to leverage information to make facility wide improvements.
6. Must be able to use/have an understanding of various databases to leverage exiting PRMC systems.