Led lean manufacturing implementation in two large diameter mix modeled bearing facilities. Created and implemented company-wide metric boards that focused on four key performance indicators: productivity, on-time delivery, safety, and product quality. First year documented kaizen event cost savings of over $200,000 dollars.
June '07 - September '09
Specializes in partnering with client’s team to engage staff in problem solving, including using the 5 Whys, Plan Do Check Act, and A3 thinking methodologies, to create sustainable solutions. Focus on implementing lean continuous improvement techniques and culture change to improve healthcare processes and outcomes for patients and providers.
September ‘09 – September ‘14
Transforming and growing lean program from a project based initiative to a culture that empowers all employees in lean thinking and root cause problem solving as part of their daily work of providing ideal patient care. Plan, develop, and manage department’s capital, operating, and FTE budgets.
October ’14 – May '17
Continuum is an automated inventory control and charge capture business solution designed to help you reduce costs, increase revenue, and maximize clinical efficiencies by knowing what you have in inventory, who uses each item, and on whom an item is used. Using either Ultra-High Radio Frequency IDentification (UHF RFID) technology or a weight-based bin system, Continuum can integrate with your existing IT systems to provide a passive workflow for inventory control, point-of-use consumption, and patient charge capture. Continuum provides real-time reporting that ensures the most accurate business analytics, and its customizable dashboards allow you to quickly and easily view your most important metrics. For more information visit http://www.deroyal.com/continuum/
May ’17 – January '18
Conducted time and motion studies to create standard operating procedures and training videos for employees. Designed new facility additions, floor layouts, and production flows.
January '03 - June '05
Established replacement service parts considering repair cost, productivity, logistics, part price, and quality of repair by interfacing with designers, suppliers, and manufacturing plants to achieve optimum form. Provided project management of past model service parts transfers from Toyota plants to offsite supplier facilities.
September '05 - June '07
February ‘12 – Present
Established the hospital’s first lean department in a 152 bed comprehensive regional pediatric center. Conducted hospital-wide lean education and training sessions across multiple departments and workforce levels. Facilitated over 120 kaizen events that focused on eliminating waste while improving safety for our patients, families, and staff.
January '18 - Present
Isaac B. Mitchell
Leading a team to continually review past business performance and investigate current market trends to build actionable insights to proactively plan and implement data-driven strategic business objectives.