Vincent J. Brigandi

53K Reading RoadPhone: 732-586-0825

Edison, NJ 08817

SUMMARY

Highly motivated management professional in healthcare working with executives, physicians, and operational staff. Certified Six Sigma Black Belt utilizingeffective facilitations skills, Lean Six Sigma, and Kaizen methods for process improvement and project management. My goal is to successfully lead your organization to operational excellence through continuous improvement program initiatives and deployments.

EXPERIENCE

Somerset Medical Center, Somerville, New Jersey 2011 – 2014

Nationally accredited 355-bed regional medical center providing medical, surgical, OB, behavioral health, and outpatient services

Manager, Process Improvement

Responsible for deployment of Lean Six Sigma and change management methodologies throughout the organization. Responsible for scoping, managing, and implementing process improvement initiatives resulting in statistically significant outcomes in clinical arenas, operational efficiency, and/or service delivery.

  • Conducted Value Stream Analysis to reduce median turnaround time for Emergency Angioplasty from 72 min to 58 min, achieving the LeapFrog standard of 60 min
  • Improved Special Procedures Charge Capture process, resulting in annual revenue generation of $150K
  • Facilitated a Rapid Improvement Workshop to reduce labor costs for staff monitoring of patients, resulting in annual saving of $90K
  • Designed process for Centralized Scheduling model, providing patients and physician offices access for scheduling of outpatient services
  • Developed and delivered Lean Six Sigma Champion Training to 150+ Managers and Senior Executives
  • Mentored Lean Six Sigma Green Belts on application of Lean tools and facilitation of 30+ highly motivated project teams
  • Managed Facility Pod as part of Robert Wood Johnson / Somerset Medical Center Transition Team
  • Developed communication boards and intranet webpage to promote Lean Six Sigma projects and results throughout the organization
  • Conducted various 5S workplace organization events, resulting in easier access to supplies and improved workflow

John F. Kennedy Medical Center, Edison, New Jersey (Division of Solaris Health System) 1995 - 2011

Non-profit 498-bed community hospital offering advanced services such as general and specialized surgery, cardiac care, neuroscience, rehabilitation, and emergency medicine

Director Process Improvement 2007 – 2011

Responsible for oversight of Process Improvement Department with a staff of five, including management of project portfolio. Coached/mentoredLean Six Sigma Black Belts and Green Belts to effectively facilitate high performing teams and implement process improvement recommendations to achieve significant outcomes.

  • Worked with Senior Executives to drive business results by assuring project alignment with strategic initiatives
  • Improved instrumentation processing time in Sterile Processing Department by 55% through standards of work and facility layout improvements
  • Increased overall Outpatient Registration patient satisfaction scores from 87.5 to 89.6 through use of Lean and CAP techniques to expedite patient flow and minimize wait times
  • Increased compliance for transfer of patients from Emergency Room to Nursing units within 60 minutes of bed assignment from 35% to 58%
  • Conducted Kaizen event to improve turnaround time for Emergency Angioplasty, increasing compliance within 90 minutes from 58% to 76%

Six Sigma Black Belt 2005 - 2007

Responsible for leading high performing project teams, including educating executives and operational staff on DMAIC tools and methodologies

Vincent BrigandiPage 2

  • Reduced number of rejected (defective) claims in Outpatient Rehab from 46.3% to 7.4%
  • Reduced average time to patient in room from appointment time by 53% for Interventional Radiology (62 min to 30 min)
  • Improved defect rate for Orthopedic OR case turnover times from 30% to 19%
  • Decreased missing medication charges in Emergency Department from 16% to 9%
  • Increased discharge documentation compliance for Acute Myocardial Infarction process measures from 85% to 95%

Process Management Leader, Program Management Office 2003 – 2005

Responsible for improving operational efficiencies related to hospital-wide clinical and financial system roll-out.

  • Conducted Six Sigma study with Nursing and Pharmacy to identify key factors causing missing doses, minimizing the number of missing doses by 20%
  • Streamlined Revenue Cycle processes in Admitting, Coding, and Business Office resulting in increased cash flow
  • Worked with Nursing Focus Groups to redesign and implement shift report guidelines and timely capture of vital signs resulting in 8.5% reduction in Nursing documentation time
  • Worked with OR staff and physician office staff to redesign processes for scheduling and block booking, resulting in 5% increase in OR utilization

Process Engineer, Business Development 2002- 2003

Responsible for supporting hospital wide initiative to improve efficiencies, including projects in the area of revenue and operational growth

  • Analyzed and recommended changes in work flow processes for medication ordering, processing, distribution and administration
  • Conducted process assessment and recommended changes in workflow for scheduling outpatient tests resulting in quicker scheduling turnaround time and increased physician office satisfaction
  • Assisted with development and modification of construction plans for Muhlenberg Regional Medical Center Outpatient Imaging Center and Access Center
  • Formulated plan for rollout of SciHealth (statistical process control application) for tracking and reporting key performance measures

Process Engineer, Information Systems 1995- 2002

Responsible for utilizing processtools to lead and implement improvement initiatives, including data analysis and objective reporting to leadership groups

  • Coordinated, managed, and performed multiple process improvement projects in Transcription, Central Supply, and Family Practice
  • Evaluated work methods and staffing volumes to enhance organizational quality, while reducing costs
  • Spearheaded the “Continuous Quality Improvement” effort through development of key measures aimed toward improving effectiveness and productivity of job functions within the organization
  • Performed and presented cost benefit analysis/ROI for Transcription and Central Supply projects
  • Provided daily support to hospital personnel on various applications installed throughout the institution

EDUCATION

Rutgers University College of Engineering, New Brunswick, NJ

Bachelor of Science Industrial EngineeringMay 1994

PROFESSIONAL ASSOCIATIONS AND ACHIEVEMENTS

Institute of Industrial Engineers

American Society for Quality

Certified Six Sigma Black Belt (McKesson Corporation)

Trained in Lean Sigma, CAP, Work Out (General Electric)