Description
This is by far not a complete list of my management experience, but a review of some of the various highlights DURING MY MILITARY CAREER (1981-2005). More recent information can be found in the Other - Management - IT page.
Accomplishments
- Reengineered medical exam process achieving outstanding results.
Headquarters Air Force directed a reengineering of Preventive Health Assessment (annual physical exams) process at all medical units. This process reengineering encompassed multiple departments (cross functional) and required focused leadership from a senior management position.
- Formed a working group (under my leadership) to map the steps needed to meet/exceed goals set by HQ
- Directed aggressive personnel sharing schedule needed to transfers exam processes to different departments
- Worked closely with Facilities Management team to relocate services to optimal locations with required equipment
- Physical exam completion time decreased 50% - Facility 1st in Air Mobility Command (AMC) & 3rd Air Force wide
- Patient access to care rated #1 in AMC
- TRICARE loyalty (Propensity to Reenroll) #1 in Air Force
- Overall Medical Treatment Facility patient satisfaction #3 in Air Force
100% Success within 18 months!
- Ensured continued growth and accomplishment when faced with tremendous odds
While implementing extensive changes in our processes, 9/11 took place. The focus of the entire corporation was altered, but the basic product line (daily patient appointments) continued. New tasking were received from corporate that the employees were not (yet) qualified to fill. Access to the facility was limited due to heightened security measures. I kept the group moving forward on our process reengineering initiatives, while insuring everyone's medical readiness skills were 100%. Accomplished this while dealing with severely decreased manpower (63% for medics) due to wartime deployments. Out-of-the-box thinking resulted in medical care and medications delivered to patients that couldn't get to the facility. One hundred ninety-seven patients seen and over $18K in referral costs saved.
- Organized 5-day Flight Medicine Supervisors course for 40 participants from around the world.
Developed syllabus, selected speakers, arranged travel/hotels, and planned social mixer. Took the reins and assumed responsibility for the success of this course. The outcome was lauded by my counterparts at HQ Air Force and all student critiques were positive.
- Spearheaded a complex $300,000 training field site relocation.
When I arrived, I discovered there was no senior leadership involved in the process and minimal planning on paper. I quickly stepped into the situation and defined requirements, conditions and timeline. Coordinated with internal customers, leadership, and contractors to minimize misunderstandings that were already beginning.
- Created tracking Mechanism for Contract Labor Costs.
Developed a software tracking application to closely monitor labor and other direct costs. The application was designed to project expenditures, accept new (periodic) injections of money and recalculate/graph expenses. This application standardized the way expenditures were tracked, viewed, and reported.
- Organized worldwide conference to standardize the way Aeromedical Evacuation (AE) is done in the pacific theater.
Created the First Annual Pacific AE Conference and coordinated all aspects. (Invited all players, prepared facilities, and set agenda.) Conference standardized the way business was conducted and improved interoperability between active and reserve AE units (1995). This conference continues to this day, meeting every two years.
- Created Business Development Center.
Assembled facilities and resources for outside companies to team with company and develop proposals for government contracts.