OPERATIONAL EXCELLENCE
Scheduling Triage Model
Lead Shielding Discontinuation
Designed scheduling triage models that improved access and reduced patient delays.
Lead Shielding Discontinuation
Lead Shielding Discontinuation
Drove systemwide policy adoption through corporate approval, staff education, and change management.
Vendor Knowledge Handoff
Vendor Knowledge Handoff
Ensured full knowledge transfer and project continuity for third-party vendor exits.
SAFETY & QUALITY
Preventing Wrong Patient/ Procedure
Preventing Wrong Patient/ Procedure
Preventing Wrong Patient/ Procedure
Reduced wrong patient/wrong procedure events through workflow redesign and staff training.
X-ray STAT Turn-around Time (TAT)
Preventing Wrong Patient/ Procedure
Preventing Wrong Patient/ Procedure
Reduced STAT turnaround time from 45 minutes to 15 minutes, meeting organizational goals.
EC CT Workflow Optimization
Preventing Wrong Patient/ Procedure
EC CT Workflow Optimization
Cut CT Head WO turnaround time from 44.5 to 30 minutes using Six Sigma.
FINANCIAL IMPACT
Process Optimization
Delivered $52K in annual savings by streamlining ancillary workflows
Charge Capture & Revenue Recovery
Recovered $23K+ in lost revenue through audit-driven charge capture improvements
INNOVATION & TECHNOLOGY
Program Manager- Business Continuity & Downtime
Launched a hospital-wide continuity program to protect imaging operations during outages
Digital Patient Education
Digital Patient Education
Developed digital platform increasing digital activity by 208%
LEADERSHIP & ENGAGEMENT PROJECTS
Multi-Modality Team Leader
Multi-Modality Team Leader
Multi-Modality Team Leader
Supervised a 30-member imaging team, strengthening collaboration, performance, and compliance
Epic Super User
Multi-Modality Team Leader
Multi-Modality Team Leader
Led radiology staff through Epic EHR implementation, ensuring smooth adoption.
Internal Town Halls
Multi-Modality Team Leader
Internal Town Halls
Transformed staff meetings with interactive formats, recognition, and engagement activities, driving higher morale and improved satisfaction scores.
OPERATIONAL EXCELLENCE PROJECTS
Scheduling Triage Model
Lead Shielding Discontinuation
Lead Shielding Discontinuation
- Situation: Conversion from General Scheduling Questions (GSQ) to Decision Tree between Radiology, Information Services (IS), Epic Radiant, Cadence, HelloWorld, and Scheduling
- Task: Build scheduling software which reflects clinical operations and allows for resource utilization
- Action: Mapped out workflow, identify barriers and generate cons
- Situation: Conversion from General Scheduling Questions (GSQ) to Decision Tree between Radiology, Information Services (IS), Epic Radiant, Cadence, HelloWorld, and Scheduling
- Task: Build scheduling software which reflects clinical operations and allows for resource utilization
- Action: Mapped out workflow, identify barriers and generate consensus from all stakeholders, direct testing, quality assurance, and user training to ensure technical functional requirements
- Result: Seamless integration of multiple systems transition and adoption
Lead Shielding Discontinuation
Lead Shielding Discontinuation
Lead Shielding Discontinuation
- Situation: Change in policy per regulatory and radiology governing agencies, required comprehensive education for staff at all levels, and corporate approval was necessary for implementation, amid concerns about its sensitive nature
- Task: Educate staff across the system, gain corporate approval, and develop a strategy to address potential
- Situation: Change in policy per regulatory and radiology governing agencies, required comprehensive education for staff at all levels, and corporate approval was necessary for implementation, amid concerns about its sensitive nature
- Task: Educate staff across the system, gain corporate approval, and develop a strategy to address potential anxiety related to the project
- Action: Created, assigned, and monitored completion of Voyager module for technologists; Facilitated meetings between department heads to introduce program; Collaborated with Legal, Compliance, and Marketing to refine the approach and scope to align with higher patient satisfaction
- Result: Achieved system-wide awareness and support for the project, obtained corporate approval with a smoother transition, and successfully rolled out the initiative with full buy-in and no incident
Vendor Knowledge Handoff
Lead Shielding Discontinuation
Vendor Knowledge Handoff
- Situation: Organization given short notice of a third-party vendor contract non-renewal.
- Task: Ensure ongoing projects stayed on track and no knowledge was lost
- Action: Developed and executed a handoff plan for knowledge transfer, closing out pending items and securing documentation
- Result: Achieved full knowledge transfer by contract termi
- Situation: Organization given short notice of a third-party vendor contract non-renewal.
- Task: Ensure ongoing projects stayed on track and no knowledge was lost
- Action: Developed and executed a handoff plan for knowledge transfer, closing out pending items and securing documentation
- Result: Achieved full knowledge transfer by contract termination deadline, with comprehensive packages handed over to the organization.
SAFETY & QUALITY PROJECTS
Preventing Wrong Patient/Procedure
- Situation: High incidence of wrong patient/wrong procedure events posed a risk to patient safety and compliance.
- Task: Reduce patient identification errors and eliminate wrong procedure risks.
- Action: Conducted root cause analysis, redesigned workflow checks, and re-educated staff on safety protocols.
- Result: Reduced wrong patient/wrong pro
- Situation: High incidence of wrong patient/wrong procedure events posed a risk to patient safety and compliance.
- Task: Reduce patient identification errors and eliminate wrong procedure risks.
- Action: Conducted root cause analysis, redesigned workflow checks, and re-educated staff on safety protocols.
- Result: Reduced wrong patient/wrong procedure events, strengthening safety culture and compliance with The Joint Commission.
X-ray STAT Turn-around Time (TAT)
- Situation: STAT turnaround times averaged 45 minutes
- Task: Bring within 15-minute goal
- Action: Partnered with Epic Radiant team and developed dashboard for weekly reporting, Physician and clinical staff education, Tracking and audit of outliers
- Result: STAT response time now within 15 minutes
EC CT Workflow Optimization
EC CT Workflow Optimization
- Situation: CT Head without contrast turnaround times were creating delays and bottlenecks.
- Task: Reduce CT turnaround times while maintaining diagnostic quality.
- Action: Applied Six Sigma DMAIC methodology to identify inefficiencies, streamline protocols, and optimize technologist workflow.
- Result: Reduced turnaround time from 44.5 minutes to 30 minutes, improving throughput and patient flow.
FINANCIAL IMPACT PROJECTS
Process Optimization – $52,000 Annual Savings
- Situation: Operational inefficiencies within ancillary services resulted in a monthly budget overage of $3,600
- Task: Reduce waste and improve process efficiency.
- Action: Led Lean Six Sigma initiatives (SIPOC, 5 Whys, Kanban visual controls, control plan, RACI, SOP) to analyze workflows, standardize protocols, and eliminate redundancies.
- R
- Situation: Operational inefficiencies within ancillary services resulted in a monthly budget overage of $3,600
- Task: Reduce waste and improve process efficiency.
- Action: Led Lean Six Sigma initiatives (SIPOC, 5 Whys, Kanban visual controls, control plan, RACI, SOP) to analyze workflows, standardize protocols, and eliminate redundancies.
- Result: Achieved $52,000 in annual savings, freeing resources for patient care improvements.
Charge Capture - $23,000 Recovered
- Situation: Operational audits revealed revenue leakage and inefficiencies in charge capture processes.
- Task: Identify gaps and recover lost revenue while maintaining compliance.
- Action: Led an audit of imaging workflows, implemented corrective access controls, and standardized charge entry processes.
- Result: Recovered $23,000+ in revenue and established a sustainable model for financial oversight.
INNOVATION & TECHNOLOGY PROJECTS
Business Continuity & Downtime
MRI Access Expansion- "MR-I Got This" Initiative
MRI Access Expansion- "MR-I Got This" Initiative
- Situation: Imaging services faced operational risks during downtime events that disrupted workflow and delayed patient care.
- Task: Ensure uninterrupted imaging operations and safeguard patient safety during system outages.
- Action: Built strong partnerships with Organizational Resilience and other departments, revising Radiology’s Business C
- Situation: Imaging services faced operational risks during downtime events that disrupted workflow and delayed patient care.
- Task: Ensure uninterrupted imaging operations and safeguard patient safety during system outages.
- Action: Built strong partnerships with Organizational Resilience and other departments, revising Radiology’s Business Continuity Plan (BCP). Enhanced emergency preparedness through Everbridge training, system updates, new Fusion software integration, updated policies, and new workflow processes
- Result: Achieved operational stability during outages, minimizing disruptions and ensuring continuity of patient care across all modalities. Radiology is significantly more prepared, with fewer gaps and improved communication across departments for better BCP alignment. Our efforts are setting a positive example- setting the organizational standard for promoting streamlined, patient-focused processes.
MRI Access Expansion- "MR-I Got This" Initiative
MRI Access Expansion- "MR-I Got This" Initiative
MRI Access Expansion- "MR-I Got This" Initiative
- Situation: MRI access was limited due to reliance on sedation, causing scheduling delays and increasing sedation-related risks.
- Task: Increase MRI access by reducing unnecessary sedation.
- Action: Developed and implemented the “MR-I Got This” program, training staff and engaging families in non-sedated imaging strategies.
- Result: Increased MR
- Situation: MRI access was limited due to reliance on sedation, causing scheduling delays and increasing sedation-related risks.
- Task: Increase MRI access by reducing unnecessary sedation.
- Action: Developed and implemented the “MR-I Got This” program, training staff and engaging families in non-sedated imaging strategies.
- Result: Increased MRI access by 57%, significantly improving patient access and reducing sedation-related risks.
Digital Patient Education
MRI Access Expansion- "MR-I Got This" Initiative
Digital Patient Education
- Situation: Patients experienced scheduling confusion and limited access to imaging instructions, leading to dissatisfaction.
- Task: Improve patient understanding and streamline scheduling accuracy.
- Action: Partnered with Epic, Radiant, MyChart, Cadence, Marketing, and IS teams to design and deploy a digital patient education platform integra
- Situation: Patients experienced scheduling confusion and limited access to imaging instructions, leading to dissatisfaction.
- Task: Improve patient understanding and streamline scheduling accuracy.
- Action: Partnered with Epic, Radiant, MyChart, Cadence, Marketing, and IS teams to design and deploy a digital patient education platform integrated into the scheduling workflow.
- Result: Boosted patient satisfaction, reduced rescheduling, and drove engagement with a 208% increase in overall digital activity (3.1× growth, 939 → 2,895 interactions).
LEADERSHIP & ENGAGEMENT PROJECTS
Multi-Modality Team Leader
Internal Town Hall Meetings
Multi-Modality Team Leader
- Situation: A 30-member multi-modality imaging team needed strong leadership to sustain performance.
- Task: Manage staffing, workflows, and compliance while maintaining team morale.
- Action: Supervised daily workflow, scheduling, and regulatory adherence while fostering collaboration.
- Result: Achieved high staff engagement, strong provider collaboration, and sustained compliance.
Epic Super User
Internal Town Hall Meetings
Multi-Modality Team Leader
- Situation: Harris Health transitioned to Epic, requiring major workflow changes.
- Task: Lead radiology staff through the transition with minimal disruption.
- Action: Served as Epic Super User, trained staff, and guided change management efforts.
- Result: Successful system adoption and improved cross-departmental collaboration.
Internal Town Hall Meetings
Internal Town Hall Meetings
Internal Town Hall Meetings
- Situation: Staff engagement during internal town halls was low, with limited attendance and ineffective communication of key messages.
- Task: Gather candid staff input and redesign the town hall format to increase participation, morale, and information retention.
- Action: Implemented changes based on anonymous staff feedback, including elimin
- Situation: Staff engagement during internal town halls was low, with limited attendance and ineffective communication of key messages.
- Task: Gather candid staff input and redesign the town hall format to increase participation, morale, and information retention.
- Action: Implemented changes based on anonymous staff feedback, including eliminating the virtual option to encourage in-person interaction, incorporating recognition of staff achievements, and adding interactive elements such as quizzes with incentives
- Result: Achieved consistently high attendance, strengthened team morale, and improved communication effectiveness—validated by positive staff feedback and a measurable increase in customer satisfaction scores.