Additional Information

Mr. Hughes has invested over two decades working directly with C-level hospital and ambulatory clinic leadership, physicians, directors, and frontline managers implementing organizational and procedural change. His approach utilizes a guided participatory methodology. The existing departmental content experts are utilized to create sustainable improvements in management processes and procedures. The results – front-line managers who are skilled in positively affecting change in the quality of service, workplace environment and the financial bottom line of their organization.

While the required change itself can be as varied as increasing throughput, cost management, revenue capture, market share increase, reduction in the workforce, or the implementation of new technology – the dynamics of change, remain the same. Providing direction (Project Management) to the organization’s content experts and developing the management skills and tools they need will, in turn, directly benefit the quality of service and the financial bottom line. This cooperative process, also known as "floor coaching", results in a faster implementation, with less organizational interruption. The one-on-one, direct to results, best describes these Operational Performance Improvement Initiatives and Mr. Hughes’ style.

PROFESSIONAL EXPERIENCE

Mr. Hughes is currently involved with PerfectShift (PerfectShift.com) as Advisory Board Member and Senior Advisor to their Clients.

Recently, was a Senior Consultant with Stroudwater Associates, Huron Consulting Group and MedAssets’ Workforce Solutions division. Functioning as the Performance Improvement Project Implementation Leader. Improving operational effectiveness and financial performance by implementing tools metrics and management systems. Client’s new objectives were achieved through education, coaching and training of department leaders and front-line managers. Prior to this (2009-2013) Mr. Hughes was with Banner Health, Phoenix AZ, as Operational Performance Improvement Project Manager for the three largest Arizona Banner Health Hospitals (Good Samaritan, Banner Desert and Banner Thunderbird). This role directs and facilitates regional and system organizational performance measurement, analysis, and improvement in alignment with the goals of Banner Health System. Responsibilities included working closely with facility and system leaders (CEO, CFO, CNO) providing leadership, knowledge, and tools for reviewing processes and outcomes, identifying improvement opportunities, selecting appropriate improvement approaches, supporting operations management and improvement activities, and assessing the impact of operational changes.

Hughes was one of the first management improvement analysts to join the consulting firm West Hudson Inc. in 1989. West Hudson grew to be the prominent healthcare productivity improvement consulting company in the nation before being purchased by Allegiance Healthcare, and then Cardinal Health Consulting. His final position with Cardinal Health was VP of Consulting Sales for Western US.

Feasibility Analyst:

Hughes has analyzed hospital and clinic processes, staffing needs, and conditions affecting performance. Mapped broken processes and procedures to the organization’s strategic initiatives. Provided “outside eyes” to senior leadership on perceived problems. At the conclusion of the analysis presented a report, proposed the project schedule, detailed the cost and ROI.

Performance Improvement Projects:

Mr. Hughes will manage the on-site productivity improvement projects, using the organizations talent and leadership, improve workflow, and organizational effectiveness. Encourage cultural change through proactive systematic management tools (Cloud-Based), improved inter-departmental communication and employ a number of process improvement methodologies. Reduced both variable and fixed labor cost while improving the workplace environment and protecting service and safety.

If requested can facilitate Influence Dynamics workshops. Teams will be taught how to eliminate unproductive behaviors and focus on achieving personal and organizational breakthroughs by working faster and more effectively together. The workshops and follow-up training would develop the core competencies and skills needed for teams to raise their effectiveness with each other and as a unit. Core elements of a high-performance team are – high impact relationships, shared leadership rules and accountability.

Mr. Hughes has developed an innovative program to engage physicians in the process of staff utilization and productivity. This led to physicians actively driving the improvement processes and key purchasing decision at a number of prestigious academic and regional medical centers

He also has achieved outstanding cost savings and service level improvements for Perioperative Services by increasing surgery capacity and patient throughput resulting in improved case scheduling, on-time starts, operating room turn-over times, case cart preparation, and process standardization.

Hughes has implemented a modified Perioperative approach for numerous General and Specialty ambulatory clinics increasing physician, staff and facility utilization. Improved throughput, which decreased patient access time to the clinic services. A patient per hour per room standard was developed and implemented. These new standards were then matched up to the clinics scheduling software and practices.

REPRESENTATIVE PROJECTS

Tuality Community Hospital (OHSU) Portland, OR

M.D. Anderson Cancer Center, Houston TX

Ohio State, Columbus OH

Wheaton Franciscan Healthcare, Milwaukee WI

Newton Medical Center, Newton NJ

Duke Medical Center's, Durham NC

Texas Children's Hospital, Houston TX.

Methodist Hospital, Houston TX

LinkedIn: www.linkedin.com/in/rwhughes50

rwhughes@usa.net or Ron.Hughes@perfectshift.com

Phone/Text 832.528.9843