stevens - project work details 20150327

Craig A. Stevens [email protected]

PROGRAM/PROJECT MANAGEMENT BACKGROUND - HIGHLY DETAILED

HCA PHYSICIAN SERVICES, Manager of Process Improvement Program and Project Manager Support to HCA Physician Services. Work performed through different groups during the almost six years of service for HCAPS: HCA Process Improvement Group, HCAPS, HCA’s Parallon Project Services, and HCA’s Shared Services Group (2009 – Present). 1. Program Manager for the PI Development Project - Developed all PI tools, Systems, and

Methods needed. We started with a clean slate and we used my previous training material, procedures, and tools as the foundation for developing the HCAPS healthcare specific program. The program included a simplification of the concepts of lean six sigma lifecycles (which we benchmarked with industry leaders on the subject.) Worked with Vanderbilt, Belmont, UT Knoxville, Nissan, and Others to compare and contrast similar systems. Built the following tools and training using the Westbrook Stevens Tool box for PI:

I. Developed the Assessment, Problem Solving, and Implementation Procedures that the PI team used when performing PI efforts in the field and from main office.

i. Created about one hundred different tools (forms, procedures, and templates) for assessing and improving processes and systems for the 800 plus practices.

II. Created the Process Improvement (and Lean Six Sigma) Introduction/Orientation Training

III. Used the Westbrook Stevens Model - The Seven Attributes of Excellent Management Training for Leaders (White Belt)

i. Building Excellent Leaders (Situational Leadership and the Westbrook Stevens Model on Empowerment)

ii. Building an Excellent Culture Using the Westbrook Stevens Model iii. Building a Culture of Service (Excellent Customer Focus Using the

Westbrook Stevens Model) iv. Excellent Teambuilding Building v. Excellence in Problem Solving (Building Core Competencies and Skills)

vi. Excellent Change Management and Continuous Improvement of Processes and Systems (Using the Westbrook Stevens Models)

vii. Excellent Performance Measure (Using the Westbrook Stevens Model of the 7 Steps to Performance Measures)

III. Tools for Practitioners of Lean Healthcare (Yellow Belt Training) viii. Yellow Belt Training for the Accounting Department (Full Yellow Belt

Training Designed for Service Departments) ix. Optimizing the Practice Management Big Rocks

1. Optimizing Phones Service 2. Minimizing No Show Rates 3. Optimizing Doctors/Patient Schedules

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4. Optimizing Patient Throughput 5. Optimizing Room Utilization

x. Optimizing Employee Engagement in Process Improvement (Using Idea Boards from various medical centers)

xi. Mastering Lean Waste Minimization using the 5S Tool xii. Improving Processes using Flow Charts

xiii. Minimizing Wasted Movement Using Spaghetti Diagrams xiv. The A3 Process Improvement Tool xv. Mastering Root Cause Analysis

xvi. And many more tools IV. Started the Green Belt Training Tools (Statistics and Systems Thinking tools)

Objectives of Project: To provide systematic and repeatable tools for the PI team to use. The secondary and possibly most important objective was to design the program so that the practice managers and other practitioners can also use it without support from the PI team. The program required the development of materials and training to use the tools.

Team Details: Two full time members and about 40 different interns and students.

Time Frame: Development took about 12 Months starting with the Westbrook Stevens models and materials as the bases. This project will be on going as systems are improved.

Results: The program was extremely popular with the practice managers and created the bases for how the HCAPS PI team provided support.

2. Developed and rolled out the Customer Service Training for Practice Managers and Staff.

Used the Westbrook Stevens workshops that I developed during the last 20 years to create the HCAPS customer service training program. We broke the training up into small 30 minutes or less modules. I taught one module at a time several times a month by WebEx. During one month we might have had as many as 300 people attend and one module might receive as many as 100 positive comments. Developed the following video training (to cone my services before I left)

I. Introduction to Customer Experience II. AIDET and Attitude Introduction

III. First Impressions Part 1 – The Science and Environment IV. First Impressions Part 2 – The Your Face and Eye Contact V. First Impressions Part 3 – Personal Grooming and Body Language

VI. First Impressions Part 4 – Interpreting Body Language VII. First Impressions Part 5 – More Interpreting Body Language

VIII. First Impressions Part 6 – Space IX. Communication Part 1 – Active Listening




X. Communication Part 2 – Dialogue and Report XI. Communication Part 3 – Phones

XII. Communication Part 4 – Phone Scripts XIII. Communication Part 5 – Collecting Information XIV. Communication Part 6 – Tone and Inflection XV. Communication Part 7 – The Written Word

XVI. Process Improvement Tool – Root Cause Part 1 – Introduction XVII. Process Improvement Tool – Root Cause Part 2 – How to Use

Objectives of Project: To provide a way to improve customer satisfaction by keeping the subject of customer service in front of the minds of all the staff.

Team Details: Me and participating practice managers.

Time Frame: Development took about 2 Months and we piloted the training for four months.

Results: The program snowballed with more people being added to the training every month. The comments were outstanding from both leadership and front line staff.

3. Managed Operations for all PI lean six-sigma support for about 800 practices. During this

time we supported many different process improvement projects (13 Practices) where the PI team drove improvements and many more where the practice managers drove the improvement efforts (based on WebEx Training and support from a distance to hundreds of Practice Managers and their Staff).

4. Project manager for the development of the first Mystery Shopping efforts (supported second effort as member of my staff lead the project) using interns to call and verify practice management appointments and phone services for the three groups of practices.

Objectives of Project: To provide a way to check the quality of phone services and appointment time for as many of the 700+ practices as possible.

Team Details: Two PI members and several interns.

Time Frame: The project happened during two summers for about 3 months.

Results: The finds drove targeted improvement efforts for the three groups and many practices involved.

5. Managed Mini-Projects and Process Flow for Business Process Improvement – the

corporate business side of HCAPS.




I. For the 700+ Practices Created Flow Charts and observation time (for systematic and repeatable comparison of processes)

i. Patient Makes Appointment ii. Patient Pre Check-in

iii. Patient Enters and Approaches Desk iv. Patient Checks In v. Front End Collections Process

vi. Encounter Form Process vii. Patient in Exam Room Process

viii. Lab Processes ix. Other Ancillary Processes x. Referrals Processes

xi. Check out Process xii. Billing Process

xiii. Charge Entry Process xiv. Incident to Billing Process

II. Supported the Improve Efforts for eSAF and 3-4 ID generation process III. Supported the Quality Group’s training for PDCA of Quality Directors IV. Practice Onboarding – reviewed and drove improvement efforts to minimize

time required to onboard new practices. V. Physician Governance Process (evaluate and approve of new procedures)

VI. Drug testing procedure for a corporate client (VW) VII. General Ledger (GL) and Decision Support System (DDS) Improvement

VIII. RSC Fees Process IX. Helped to Developed the Culture of Service Workshop X. Developed the PI Intranet Website

XI. Developed the PI SharePoint Site XII. Supported the Earlier PI efforts with the Corporate PI Group

XIII. Clinical Laboratory Improvement Amendments (CLIA) Process Flow XIV. Expense Task Force for HCAPS

i. Close Process ii. Flow for Texas Close Process

XV. HCAPS Coding Operations Plan and Repeated Coding Training in various PI tools

XVI. Managed Care Coordination Processes i. New Doctor and/or Practice Enrollment

ii. New Agreement Contract iii. New Doctor Effective Date Problem

XVII. Physician Governance Process i. Information Flow for Recommendations, Decisions, and Actions

ii. Evaluation and Approve New Procedures and Process iii. Evaluation of New Services Process




iv. Peer Review Process XVIII. HCAPS Recruiting Hospitalist Process

i. The Planning Phase Process ii. Screen Phase Process

iii. Closing Phase Process XIX. Project Plans for Anesthesiologist Credentialing and Onboarding XX. HR Central Recruitment Processes

i. Opening a Position Requisition Process ii. Candidate Selection Process for External Candidates

iii. Internal Candidates – Transfers and Promotions Within the Same Process level Process

iv. Internal Candidates – Transfers and Promotions for Changing Process level Process

v. Prior to Starting Employment for New Hires Processes vi. Adjustment Approval Guidelines Processes

1. Special Wage for Practice Based Positions – Market and Other Pay Adjustments

2. Special Wage for Central Services Positions (Primarily Brentwood Campus and HR) Upgrade/Promotions

3. Special Wage for Central Services Positions (Primarily Brentwood Campus and HR) Market and All other Pay Adjustments

XXI. HR Physician Recruiting Process i. Planning Phase Process

ii. First Contact/Initial Interest Process iii. Screening Process iv. Closing Phase Process

XXII. Physician OnBoarding Process i. Planning Phase Process

ii. First Contact/Initial Interest Process iii. Screening Process iv. Closing Phase Process

XXIII. Central Services Coding Process XXIV. FA RDS Improvement Processes/Project Plans XXV. Accounting Process Improvement

i. Automation Improvement Process/Project Plans ii. DSS Support

iii. ERP Project Support XXVI. Streamlining Corporate MOR Process

XXVII. Financial Services Customer Service Initiative XXVIII. AP Process Flow Improvements

i. Indexing Process




ii. Invoice Processing iii. Mailroom and Scanning Process iv. Vendor Maintenance Process v. Refund Processing

vi. Physician Payment Processing vii. Mail Processing

viii. Income Guarantee Processing ix. 1099 Processing x. Daily Transacting Reconciliation Processes

xi. Property Lease Payments Processes xii. COID Start Up Processes

xiii. Manual Check/AP Processing xiv. CER Process

6. Developed and Taught the Accounting department’s Lean Six-Sigma yellow belt

certification. 7. Tracked all HCAPS Corporate projects for the C-Suite executives and Division

Managers, supported/mentored the executives of HCA Physician Services (HCAPS) in Change/Project Management processes and systems. Acted as a liaison/mentor to all the senior level managers.

WESTBROOK STEVENS, LLC, NASHVILLE, TENNESSEE, Founder and Chief Operations Officer, 2000 to Present. , Founded to serve NASA and as the primary support company for several start-up organizations Veteran Restoration Ministries, Life of Victory International Ministries, Faith-Based Technical Assistance Center, Ultimate Earth, Nashville International Studios, Agknowledge Magazine, SET Oak Ridge Tennessee, (and others) and also founded to publish a systems approach to business issues and to train organizations in the use of the Linked Management Models. The goal was to build a world class consulting, staffing, and services firm. More information can be found at www.westbrookstevens.com. Managed the following programs/projects:

1. Currently a Technical Advisor for Investors in Cutting Edge Start-up

Technologies.

Objectives: Find potentially profitable technologies to invest in based on a predetermined criteria, screen, and help determine how to roll them out.

2. CSG – Conservation Services Group – 2009 – Project Member - As the Developer,

Writer, and Lead Trainer in Energy Efficient Homes, Craig, developed the Tennessee Valley Authority’s training program and materials for improving the Energy Efficiency of Homes in the Tennessee Valley. This program was used to train and certify both Auditors and Contractors for TVA’s Program. Every certified


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auditor or contractor on their certification, either has Craig’s signature or a signature from one of the trainers he trained.

Objectives of Project: To design program, develop materials, teach TVA participates, and certify every contractor or auditor for TVA’s energy efficient homes program required for federal tax refunds.

Team Details: Three highly trained and experiences consultants during development and about 10 trainers.

Time Frame: About 6 Months

Results: The program is successful. To obtain tax credits for making your home more efficient, one of the certified auditors and then contractors would come out and sign off on your project.

3. THE UNIVERSITY OF CENTRAL OKLAHOMA – As Program/Project Manager - our team lead the Human Resources’ business process improvement efforts to standardize job classifications, descriptions, and pay scale. Reviewed all existing 700+ job classifications and descriptions (some of which were never before documented). Determined the general nature of the positions and recommended position level job descriptions for administration, faculty, and staff. Reviewed and suggested improvements and appropriate methods and styles of job descriptions. Provided generic examples. Produced a template for the positions identified by COKU as Adjunct Faculty, Lecturer, Instructor, Assistant Professor, Associate Professor, and Professor. The descriptions reflected the job content, responsibilities, accountability, and requirements. Consolidated hundreds of individual departmental descriptions to a few university specific descriptions.

Benchmarked existing job descriptions using other institutes of higher learning. Created a system for future evaluations for promotions, corrective actions, and/or salary adjustments to be documented and substantiated in a systematic and repeatable way. Assigned salary ranges for each of the job classifications.

Objectives of Project: To create a systematic and repeatable template for all employees’ job descriptions for COKU in a short amount of time (about 4 mouths).

Team Details: Three highly trained and experiences WBS consultants worked with the COKU HR team to develop improvement program and then to implement the rewriting of all job descriptions.


Results: The program is successful. Program templates were created successfully and employees were being transitioned to the new system when we left.




4. Supported the processes and organizational development of Doc Air, a company that does water mitigation, improves the energy efficient of homes and businesses, and improves the air quality within the spaces. To learn the business, worked in every aspect of the company from sales to energy audits and implementation of improvements. Did many marketing presentations to groups.

Objectives of Project: To create a systematic and repeatable templates for providing services for DocAir. To create systematic and repeatable project management systems for DocAir projects.

Team Details: All company employees were part of the team. (6 employees).


Results: The program is successful. Based on this project, we were asked to do the TVA project on energy efficient homes.

5. NASA, National Aeronautics and Space Administration, Customer And Employee Relations Directorate At Marshal Space Flight Center, Huntsville, Alabama, January 2001 to 2009, Organizational Development Facilitator and Speaker, provides Problem Solving Facilitation, Organizational Development, Process Improvement, Training, Orientation and Motivational Speeches. Through AI SIGNAL RESEARCH, INC., NASA, National Aeronautics and Space Administration, Customer And Employee Relations Directorate At Marshal Space Flight Center, Huntsville, Alabama, January 2000 to December 2001. 1. OD Coordinator (SME) - Supported NASA in continuously improving

organizational effectiveness and efficiencies. Worked with many different organizations used systems thinking in support of problem solving facilitation and business process improvement type efforts and offsite team building efforts. Also, supported new employee’s orientations efforts. Provided Problem Solving Facilitation, Organizational Development, Process Improvement, Training, Orientation and Motivational Speeches.

2. Project Member (SME) - NASA facilitator for the science and

technology center in Huntsville, the team included The U.S. Air Force, U.S. DOE, University of Alabama and others.

Objectives of Project: To create the planning for the Science and Technology Center in Huntsville.

Team Details: I was the NASA facilitator. There were 3 Facilitators in all, one from each of the three groups U.S. Air Force, U.S. DOE, and NASA. There were many high level, managers, scientist, and engineers from




these three groups. There were also teams of support from the UAH and others.


Results: I was able to support the group efforts and was able to help design a portfolio management system for the three Governmental organizations for selection and investment in scientific projects.

3. Project Manager (SME) - As Developer Speaker and

Facilitator, developed and provided training and facilitation of “A Systems Approach to Team Problem Solving” for the Payload Operations Groups of NASA’s Marshall Space Flight Center in Huntsville, Alabama and The Johnson Space Center in Houston, Texas.

Objectives of Project: To bring the two centers together to consolidate and redesign services to train NASA astronauts in using scientific experiments.

Team Details: 1 OD NASA Consultants and the two groups (maybe 50 People).


Results: The two groups decided that the effort was helpful in building a better working culture and supported interdepartmental services.

4. Project Manager (SME) - As Developer and Speaker, developed and

provided training on Customer Relationships to NASA’s Marshall Space Flight Center’s Procurement Group.

Objectives of Project: To create the planning for CRM.

Team Details: 3 Team members.


Results: High level strategic plans were developed.

5. Project Manager (SME) - As Developer and Speaker, developed and trained the trainers for the “Customer Relationships Management (CRM)” curriculum for NASA’s Marshall Space Flight Center’s Center Operations Program. Developed the workbooks and presentation material and supplies. Provides the materials as needed to NASA. Before 9/11, The plan was to train the 3000 members of this group, and then possibly import the training to the other MSFC employees (around 17,000 people total). The plan was to present the same material to all of NASA on a national level (Program Cancelled).




Objectives of Project: To design and create the first pass at the entire CRM program. For several different sets of funders.

Team Details: 2 WBS Consultants.


Results: Provided plans and materials to teach CRM.

6. ULTIMATE EARTH, Inc., Nashville Tennessee, Start-up, 2000 to 2009, Vice President and Chief Operations Officer, Founded to support the international effort to use the water hyacinth plant (a very destructive and disruptive nuisance that grows in subtropical areas) as the raw material for food, clothing, and building material. Designing and developing all systems. One of the goals is to build industrial facilities in different countries and to teach the native peoples to run and manage each of the facilities.

Program Manager (SME) - Developed the first high-level strategic conceptual plans for the development of a concurrent systems engineering approach to the design, planning and development of industrial efforts to make use of the Water Hyacinth plant. The first efforts include fourteen countries, four of which will have full industrial facilities, while the others will be based on cottage industries (Program estimates valued at $550,000.000). Also to developed a program to support to Ultimate Earth in the development and management of Water Hyacinth products and industrial facilities. The goal is to provide the technical support to Ultimate Earth in the mission of helping poor peoples support themselves.

Objectives of Program: To create the entire company strategic, tactical, and operational plans. For several different sets of funders.

Team Details: Several funding related partners and technical advisors were used. (6 consultants).

Time Frame: About 13 years of my involvement (concept started in 1960’s).

Results: Several political changes (9/11 and political setbacks) the funding availability dried up and although the plans were competed and considered successful. Funding is not available at this time.

7. NASHVILLE INTERNATIONAL STUDIOS, Nashville Tennessee, Start-up, 2000 to

2009. Organizational Development Executive, Systems Engineer and Assistant to the Chairman. Westbrook Stevens, LLC role is to provide management systems consulting and temporary startup support as needed. Developing overall design of systems and organizational development. (estimated potential value of company at over $2,000,000.000)




8. AGKNOWLEDGE MAGAZINE, Nashville Tennessee, Start-up, Executive Magazine

to Agra-business manufacturing leaders. 2000 to 2001, Member of Board of Advisors; Columnist of Technical and Business Column “Westbrook Stevens, The Principals of Results;” and National Conference Staff Moderator, Speaker, and Group Facilitator.

7. LIFE OF VICTORY CHRISTIAN MINISTRIES Nashville, Tennessee, March 2002 to present, Member of the Board of Directors, Non-profit Business consultant, Project Manager and Facilitator/Trainer. Chair of the faith based technical assistance center for non-profits.

Objectives of Program: Help small companies to better serve their communities and obtain funding.

Team Details: Lead a small group of leaders, volunteers, and employees.

Time Frame: About 3 years of my involvement many projects.

Results: We able to support 20 to 40 small companies and train them in business planning and operational efficiencies. Supported fund raising efforts for the small companies. However, our scope was to show them how.

8. Project Manager (SME) - Supported DCS of Anderson County in continuously

improving organizational effectiveness As Developer Speaker and Facilitator, developed and provided training and facilitation of “A Systems Approach to Team Problem Solving” for a cross functional group (Schools, Department of Children Services, Courts, Volunteers and Contractors) in support of business process reengineering and overall systems development of children services in Anderson County Tennessee.

Objectives of Program: This was an organization development effort to help lay the plan for an improved working culture.

Team Details: 1 OD and employees and managers of DCS program

Time Frame: About 1 Month.

Results: Everyone expressed an improved understanding of each other and a improve culture. Obtained letters of appreciation from the state.

9. Earlier name for Westbrook Stevens, LLC - INNOVATIVE RESOURCES AND SYSTEMS (IRaS), Oak Ridge, Tennessee, May 1988 (presentations and publications only) to May 1997. From May 1997 2000 (all other services). Founder and President. Started, designed and developed all systems, and organized a small service sole proprietorship company, for the development and marketing of ideas, products, and services. Services/projects include




providing business, manufacturing, industrial and systems engineering type support, ISO 9000 and 14000 training, facilitation, and implementation; publishing newsletters, papers, and books; and presenting presentations and workshops on management issues. 1. Project Manager (SME) - Provided industrial and systems engineering and

marketing support through LAW Engineering; Pragmatics, Inc.; Pacific Western Technologies (PWT), Ltd.; Science Applications International Corporation (SAIC); and Business Process Improvement Professionals (BPIP) as needed.

2. Project Manager (SME) - Provided systems/industrial engineering support to the Y-12 Material Surveillance and Technical Support (MSTS) division of Lockheed Martin Energy Systems (LMES). Supported the program’s preparation of basis of estimate (BOE) for its proposed FY 1998 budget related to Central Scrap Management Office (CSMO) Program Office, Chemical Operations, Business Center for Precious Metals, and Building 9206 Transition.

Project Member (SME) - Provided ISO 9000 and 14000 training, facilitation, and implementation for MARCA (a Japanese manufacturer of refrigerator compressors “Panasonic”), Vonor, Tennessee and other companies.

Program Manager (SME) - Provided three training classes generally to both commercial companies and governmental organizations related to Customer Service. Class 1, Serving the Public, is aimed at those front line employees who interface with people outside the organization. Class 2, Team Building, Serving Internal Customers is designed for employees who interface with internal customers and/or who work in teams. Class 3, Manager’s Guide to Customers Service and Team Building is designed to train the manager in how to integrate customer service into the company’s strategies on competitiveness.

Project Member (SME) - Provided support as instructor to Pellissippi State Technical Community College. Class was titled Managing Change: Investigating the Cultural, Organizational, and Technological Changes in Business and Industry. Also supported college of communications as substitute instructor for classes related to business presentations.

11. Earlier name of Innovative Resources and Systems was TENNESSEE INNOVATIONS,

Crossville, Tennessee. April 1981 to April 1986. President and Program Manager. Organized, staffed, and marketed a small sole-proprietorship company to pay for and provide projects for education. Staff fluctuated between two and ten temporary




employees. Provided engineering consulting services covering a wide range of activities, such as, OSHA-based studies in the areas of employee right-to-know laws (David Witherspoon, Inc.); noise studies (Carrier Corp., Allied Products, Inc., and The University of Tennessee); a lighting study (Heil, Inc.); safety-based studies, such as public safety (Clubcar Golfcarts) and emergency plans (Underwater Salvage, Holiday Inn); productivity improvement studies, such as plant automation review (Dennisen and Carter, Inc.) and plant layout (Dennisen and Carter, Inc., St. Mary's Medical Center); a work measurement/time study (St. Mary's Medical Center); and a productivity information study (MTM Association). Experienced in areas of inventive design/value engineering for export and import (American Accessories, Inc., Camel Tent Company). Worked in several areas of communications including presentation systems (Engineered Products, Inc.), general orientation/education systems (Holiday Inn), and commercial art (for over 50 different companies). Performed project engineering/management and designed systems for solar energy utilization (Holiday Inn) and erosion control (Holiday Inn).

PRAGMATICS, INC., Oak Ridge, Tennessee, December 1995 to April 1997. Chief Engineer and Quality Manager. Responsible for general management, expanding markets and customer base, developing business systems and developing approaches in marketing. Developed systematic and repeatable methods, plans, policies, and procedures for strategic management, quality (continuous quality improvement, performance measurement, supporting communication network), and marketing (data base marketing systems, systems for employee participation, customer lead and satisfaction surveys).

1. Program Manager (SME) - Developed world class models for the U.S. Department of Energy’s (DOE) commercialization and re-engineering efforts in Oak Ridge including: (1) Organization Models incorporating trends in organizational structure, philosophy, and management techniques; (2) Employee Change and Transition Models based on core competencies, project life cycles, subcontractor teaming, and competitive cultural issues; (3) Privatization Models incorporating not only transition of employees and organization issues but also specific examples and proposals for privatization; and (4) Procurement Models related to existing contracts and packaging of tasks and functions.

2. Project Manager (SME) - Developed shipping and receiving database and inventoried B-25 Boxes. Required working as liaison with all Y-12 divisions generating waste and a variety of Waste Management groups. Updated and streamlined processes, information, and a database; while running search and inspection tasks for finding inventory for Lockheed Martin Energy Systems (LMES), Waste Management and Defense Programs, DOE Oak Ridge Operations, Y-12 Site, Tennessee.




SCIENCE APPLICATIONS INTERNATIONAL CORPORATION (SAIC), Oak Ridge, TN. January 1986 to 1998: Program Manager, BA, and Industrial/Management Systems Scientist. Provided a wide range of services directly to SAIC’s Systems Engineering and Integration Division, Integrated Engineering Solutions Business Unit including support in the development and implementation of strategic business and Quality Management plans, layout of service centers, support on a large number of marketing efforts and proposals, and seminars on management issues. SAIC projects listed below:

1. Project Manager (SME) - As Business Process Reengineering Consultant and Systems Engineer supported the Oak Ridge National Laboratory (ORNL), Waste Management, and Reengineering Implementation Project. Prepared the implementation plan and performed systems engineering (lean) process improvement analysis on all waste streams (including Solid Low-Level Waste, Liquid Low-Level Waste, Transuranic and Alpha-Contaminated Waste, Hazardous, PCB, and Low-Level Mixed Waste).

2. As Program Manager and Principal Investigator supported (in a leadership role) The Department of Energy (DOE), Oak Ridge Operations (ORO) and Lockheed Martin/Martin Marietta Energy Systems (Energy Systems) waste management and environmental restoration programs. This was an on-going program and was covered by several contract vehicles. The support included: (1) DOE Budget Program Activities, (2) Environmental Restoration and Waste Management Site-Specific Plans (SSP) (for 5 large sites), (3) DOE Five-Year Plan, (4) Summaries of Waste Management and Corrective Activities Program Monthly Status Reports, (5) Monthly Activity Summary, (6) Activity Data Sheets (ADS), (7) Baseline Change Control -- Plans, Control Boards Charter, and Procedures, (8) Monthly National Environmental Policy Act (NEPA) Summary Reports, (9) NEPA Environmental Assessments, (10) many meeting facilitations, (11) many public participation information and meetings, (12) Program Summary Documents and Progress Charts, (13) Program Roadmapping and issues resolution, (14) Progress Tracking Systems, (15) Quality Management/Assurance Appraisal Audits based on DOE 5700.6C and TQM principles, (16) supported the DOE and Contractors’ EM Program Project Management Improvement Standdown Process, (17) Supported the review and development of Program Management Plans, (18) Review of the Energy Systems Waste Management Organization Program Management Plan, (19) Baseline Environmental Management Report (BEMR), (20) Cost Quality Management Assessments (CQMA), (21) Maintained Integration Schedules, (22) Performed Pollution Prevention/Waste Minimization Studies, and other support as needed, DOE Oak Ridge (Y-12, K-25, ORNL), Tennessee; Paducah, Kentucky; and Portsmouth, Ohio.




3. Project Manager (SME) - As Industrial and Information Systems Consultant inventoried B-25 Boxes. Required working as liaison with all Y-12 divisions generating waste and a variety of Waste Management groups. Updated and streamlined processes, information, and a database; while running search and inspection tasks for finding classified inventory for LMES, Waste Management and Defense Programs at DOE Oak Ridge Operations Y-12 Site, Tennessee.

4. Project Member (SME) - As Information Systems Consultant tested designs and documented processes, graphical interfaces and information flows for the development of the National Women’s Health Information Center’s World Wide Web Site, Washington, DC.

5. Project Member (SME) - As SAIC Liaison and Information Systems Consultant supporting Contingency Aircraft Parking Programming in remote locations for United States Air Force, Civil Engineering, Air Mobility Command, Scott Air Force Base, Illinois (near St. Louis, Missouri).

6. Project Manager (SME) - As Software Configuration Manager supported the major software development project for Sears Services Group using PVCS Software Configuration Management Package on a Novell network, Chicago, Illinois. Also provided PVCS support to internal SAIC work.

7. As Program Manager and Operational Systems Consultant provided Conduct of Operations (CONOPS) support to the Waste Transportation and Landfill Operation (WTLO) which included: (1) review of all operations related to eighteen CONOPS chapters; (2) developed new (lean) operational systems and procedures for several of the operations; (3) performance measurement support; (4) provided review and auditing support of all operations; (5) developed Conduct of Rounds Procedures and Roundsheets for all of the facilities within WTLO; (6) supported transportation-related systems activities, such as tankers crossings of RAD areas; (7) updated and developed log keeping guidelines; (8) directed training films and provided training support for Lockheed Martin Energy Systems, Oak Ridge, Tennessee.

8. Project Manager (SME) - As an Industrial/Systems Engineer for SAIC Energy and Health Information Division, supported the DOE Order 4330.4B. "Maintenance Management Program," compliance master plan scheduling projects for Instrumentation and Control, Technology Services divisions of the Oak Ridge National Laboratory (ORNL), Energy Systems, Oak Ridge, Tennessee.

9. Project Manager (SME) - As Industrial/Systems Engineer and Information Systems Consultant Used the Martin Marietta Methodology and Paducah Gaseous Diffusion Plant (PGDP) Work Plans for Generating Waste Volume Estimates to develop software that quickly calculated waste volumes related to environmental restoration of all related solid waste management units (SWMUs). Supported the waste volume-estimating project for PGDP Waste Area Groups (WAGs), Paducah, Kentucky.




10. Project Member (SME) - As Industrial and Management Systems Consultant Reviewed and Developed the Quality Assurance Plan, Records Management Plan, and Configuration Management Plan, related systems and Procedures. Supported the Bear Creek Burial Ground "Walk-In Pits" Closure Project at the Y-12 Site, Energy Systems, Oak Ridge, Tennessee.

11. In 1992, as Site Engineer/Industrial/Systems Engineer and Program/Project Manager supported several site development planning and improvement projects as Site Engineer for (Y-12, K-25, ORNL) and as a member of the SAIC Logistics, Transportation, Engineering, and Economic Analysis Division, as follows: (1) Y-12 Reconfiguration Site Development Plan (SDP); (2) Oak Ridge National Laboratory (ORNL) Technical Site Information Document (TSI) master and five-year plans; (3) K-25 SDP providing technical assistance on the functional analysis section; and (4) Y-12 SDP providing technical assistance on the functional analysis and population sections, Energy Systems, Oak Ridge, Tennessee.

12. Project Manager (SME) - As Industrial Engineer and Task Leader provided (lean) architectural programming for Tennessee Valley Authority’s Corporate Facilities Management Group. Provided plans for the reorganization of East Tennessee offices, systems and facilities. Reviewed several different groups containing a variety of shops and operations. Made estimates on space and material flow requirements based on a Just-in-Time system of operations, Knoxville, Tennessee.

13. Project Member (SME) - As Industrial Engineer and Member of the Pre-Tiger Team representing packaging and transportation issues related to the health and safety-auditing project. Also supported the industrial safety and industrial hygiene members in tagging deficiencies at K-25 Energy Systems, Oak Ridge, Tennessee.

14. Project Member (SME) - As Industrial Engineer and Training Consultant as certified Performance Based Trainer, supported the Performance Based Training (PBT) Program for the Facility Safety Department, Metal Fabrication, Procurement Engineering, and Nuclear Material Compliance and Administrative (NMC&A) groups at Y-12 Energy Systems, Oak Ridge, Tennessee. Reviewed, learned and studied all the processes and operations to develop and support PBT programs and workshops.

15. Project Manager (SME) - As Industrial Engineer and Principal Investigator (project manager) supported the site selection for the Y-12 Sanitary and Industrial Wastewater Treatment Plant (SIWTP). Developed systems and tools for selection. Also supported the recycle alternatives study (green) for the SIWTP, Energy Systems, Oak Ridge, TN.

16. As Program/Project Manager, Industrial Engineer, Facilities Engineer, and Principal Investigator in the Planning and Systems Support Division: (1) provided systems design and documentation support on the "Scoping Study for Lean Enriched Uranium Factory Modernization;" (2) provided technical support in the review, value engineering (VE), design, and plant layout of the modernization plan for the future Y-12 Enriched Uranium




Focused Factory (EUFF); (3) supported development of the functional flow diagramming of the classified processes involved in the operations of the factory and the analysis for cost engineering; (4) supported the site selection and preliminary designs of the Hydrogen Fluoride (HF) storage facility for Y-12; (5) supported the tracking and assimilation of the 1990 Y-12 SDP providing a review of the utilities aspects, waste management data/practices, and all applicable drawings; (6) supported a landscaping review of possible improvements to the New Hope Pond Closure; and (7) provided systems thinking support for the functional adequacy data base for the Capital Resource and Facility Management Division at Energy Systems, Oak Ridge, Tennessee.

17. Project Manager (SME) - As Industrial Engineer supported the analysis and documentation leading to the (lean) material flow analysis for PGDP Shipping and Receiving. Provided (lean) functional flow analysis and estimated statistically the optimum work and time involved for a related task for the purpose of improving the operations, layout, and overall systems for the Shipping and Receiving Department at Energy Systems, Paducah, Kentucky.

18. Project Member (SME) - As the Management Systems Consultant provided configuration management assistance in support of the Los Alamos National Laboratory Plutonium Facility (PF-4) at Los Alamos National Laboratory, Albuquerque, New Mexico. Wrote an example of a configuration management plan and provided general comments for use in improvement of systems and processes.

19. Project Member (SME) - As Information Systems/Management Consultant provided assistance in support of the information management issues related to the transportation function of the Federal Waste Management System for the DOE-Chicago Operations Office, Argonne, Illinois.

20. Project Manager (SME) - As Information Systems Consultant provided technical support in a review of all incoming and outgoing classified containers for the development of (lean) systems involved with the transportation data base information for both the 1989 and 1990 documents at Y-12 for Energy Systems, Oak Ridge, Tennessee.

21. Project Member (SME) - As Safety/Industrial Engineer provided technical support on the Final Safety Analysis Report (FSAR) for the Precipitator System used to precipitate and collect uranium compounds from uranium solutions at Y-12, Energy Systems, Oak Ridge, Tennessee.

22. As the SAIC Information Systems Division Program Manager, Principal Investigator and Information/Management Systems Consultant of SAIC’s Fernald Operations, senior member of the management team, developed the Program Management Office (PMO) and supported the development of projects for the DOE Feed Materials Production Center (FMPC) operated by Westinghouse Materials Company of Ohio (WMCO), in the Cincinnati, Ohio area. Work included: (1) the development and/or enhancement of all Configuration Management (CM) systems; such as, the Configuration Management




Function (CMF) Office (CMO), the Engineering Change Proposal (ECP) and Construction Change Proposal (CCP) procedures, the Physical Verification Teams, the Engineering Checking and Release function, and other related procedures and/or charters; (2) development and/or enhancement of the Engineering Drawing Numbering System, the Drawing Archive, and CM Systems Data Base and other CM support systems; (3) supported FMPC projects such as the Work Maintenance Control System, Safety Topical Manuals, Operational Safety Requirements (OSRs), and the (lean) Production Operations Manufacturing Process Flow Analysis (MPFA). The MPFA was the collection and analysis of statistical information for the development of a knowledge-based expert system. Work included the development of the data base management system, the data bases, and support software such as Simfactory (simulation package) to provide a forum for the logic used to answer basic management questions about lean manufacturing processes; and (4) supported several studies and documents (e.g.; Pilot Plant Facility and Process Description Document, Safety Documentation Process Reports, Software Program Descriptions Requirements Documents, Evaluation Reports, and other non-related Business Analyses and Business Intelligence systems planning was also common).

23. Project Member (SME) - As Management Systems Consultant provided support to the Rocky Flats CM Project for Rockwell International, Denver, Colorado.

24. Project Member (SME) - 1986 - For the ADP Strategic Planning Division, served as an Industrial/Systems Engineering and Operations Management Consultant. As one of the investigators for the Lawrence Livermore National Laboratory, CA procedures writing contract, researched and performed the first flow and network diagrams documenting the overall (lean) operational and start-up of the systems required in the overall operational sequences and equipment implementation for the Atomic Vapor Laser Isotope Separation (AVLIS) program, located in Livermore, California.

25. Project Manager (SME) - As one of the Principal Investigators and Information Systems Consultant, supported development of a program to train U.S. Navy engineers (from both coasts) in the use of INGRES data base management system software for Energy Systems, and provided training to the engineers on how to use INGRES as a tool to retrieve information for the Systems and Equipment Maintenance Monitoring for Surface Ships (SEMMSS) Program. Served as the principal author on the project-training manual.

26. Project Member (SME) - As Information Systems Consultant provided technical assistance for the CAD/CAM Division on the requirements analysis for duPont's TNX facility at the Savannah River Laboratory (SRL), South Carolina, to develop an implementation and training plan for a CAD/CAM system. Work included information collection, information and (lean) work flow analysis, technical editing, and documentation processes.




27. Project Member (SME) - As Information Systems Consultant provided technical assistance for the Engineering Design Information System (EDIS) Project in the areas of information and work flow, technical editing, and documentation in the CIM support effort for Martin Marietta Energy Systems in Oak Ridge, Tennessee.

28. Project Member (SME) - Served as Industrial/Systems Engineer for SRL environmental impact research on hazardous waste cleanup of 32 sites for duPont. Provided technical assistance in areas of Probabilistic Risk Assessment, statistical data collection, construction man-hour estimation, the formalization of accident probabilities, accident criteria classifications, and overall analysis methodology for the accident databases. Participated in similar assistance to the SRL for research in transportation of hazardous waste.

U.S. DEPARTMENT OF ENERGY, Office of Scientific and Technical Information (OSTI), Oak Ridge, Tennessee. January 1984 to January 1986. Mechanical/General Engineer. Reviewed technical and scientific reports and edited databases As a subject matter expert in the areas of reactor technology, general engineering, electric power engineering, industrial energy conservation, and explosives for the Nuclear Engineering and Physics Branch of OSTI.

HOLIDAY INN, WATAUGA INNS, INC. (Family's Business), 1972 to August 1985. Grew-up in and served more than 7 years in the Hotel/Motel industry and had a variety of duties/responsibilities. Last few years served mainly as customer and public relations trouble-shooter/problem solver.


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