Vincent J. Brigandi
53K Reading Road
Edison, NJ 08817
vbrigandi@yahoo.com
Phone: 732-586-0825
SUMMARY
Highly motivated management professional in healthcare working with executives, physicians, and operational staff.
Certified Six Sigma Black Belt utilizing effective facilitations skills, Lean Six Sigma, and Kaizen methods for process
improvement and project management. My goal is to successfully lead your organization to operational excellence
through continuous improvement program initiatives and deployments.
EXPERIENCE
Somerset Medical Center, Somerville, New Jersey
2011 – 2014
Nationally accredited 355-bed regional medical center providing medical, surgical, OB, behavioral health, and
outpatient services
Manager, Process Improvement
Responsible for deployment of Lean Six Sigma and change management methodologies throughout the organization.
Responsible for scoping, managing, and implementing process improvement initiatives resulting in statistically
significant outcomes in clinical arenas, operational efficiency, and/or service delivery.
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Conducted Value Stream Analysis to reduce median turnaround time for Emergency Angioplasty from 72 min
to 58 min, achieving the LeapFrog standard of 60 min
Improved Special Procedures Charge Capture process, resulting in annual revenue generation of $150K
Facilitated a Rapid Improvement Workshop to reduce labor costs for staff monitoring of patients, resulting in
annual saving of $90K
Designed process for Centralized Scheduling model, providing patients and physician offices access for
scheduling of outpatient services
Developed and delivered Lean Six Sigma Champion Training to 150+ Managers and Senior Executives
Mentored Lean Six Sigma Green Belts on application of Lean tools and facilitation of 30+ highly motivated
project teams
Managed Facility Pod as part of Robert Wood Johnson / Somerset Medical Center Transition Team
Developed communication boards and intranet webpage to promote Lean Six Sigma projects and results
throughout the organization
Conducted various 5S workplace organization events, resulting in easier access to supplies and improved
workflow
John F. Kennedy Medical Center, Edison, New Jersey (Division of Solaris Health System)
1995 - 2011
Non-profit 498-bed community hospital offering advanced services such as general and specialized surgery, cardiac
care, neuroscience, rehabilitation, and emergency medicine
Director Process Improvement
2007 – 2011
Responsible for oversight of Process Improvement Department with a staff of five, including management of project
portfolio. Coached/mentored Lean Six Sigma Black Belts and Green Belts to effectively facilitate high performing
teams and implement process improvement recommendations to achieve significant outcomes.
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Worked with Senior Executives to drive business results by assuring project alignment with strategic initiatives
Improved instrumentation processing time in Sterile Processing Department by 55% through standards of work
and facility layout improvements
Increased overall Outpatient Registration patient satisfaction scores from 87.5 to 89.6 through use of Lean and
CAP techniques to expedite patient flow and minimize wait times
Increased compliance for transfer of patients from Emergency Room to Nursing units within 60 minutes of bed
assignment from 35% to 58%
Conducted Kaizen event to improve turnaround time for Emergency Angioplasty, increasing compliance within
90 minutes from 58% to 76%
Six Sigma Black Belt
2005 - 2007
Responsible for leading high performing project teams, including educating executives and operational staff on
DMAIC tools and methodologies
Vincent Brigandi
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Reduced number of rejected (defective) claims in Outpatient Rehab from 46.3% to 7.4%
Reduced average time to patient in room from appointment time by 53% for Interventional Radiology (62 min to
30 min)
Improved defect rate for Orthopedic OR case turnover times from 30% to 19%
Decreased missing medication charges in Emergency Department from 16% to 9%
Increased discharge documentation compliance for Acute Myocardial Infarction process measures from 85% to
95%
Process Management Leader, Program Management Office
2003 – 2005
Responsible for improving operational efficiencies related to hospital-wide clinical and financial system roll-out.
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Conducted Six Sigma study with Nursing and Pharmacy to identify key factors causing missing doses,
minimizing the number of missing doses by 20%
Streamlined Revenue Cycle processes in Admitting, Coding, and Business Office resulting in increased cash
flow
Worked with Nursing Focus Groups to redesign and implement shift report guidelines and timely capture of vital
signs resulting in 8.5% reduction in Nursing documentation time
Worked with OR staff and physician office staff to redesign processes for scheduling and block booking,
resulting in 5% increase in OR utilization
Process Engineer, Business Development
2002- 2003
Responsible for supporting hospital wide initiative to improve efficiencies, including projects in the area of revenue
and operational growth
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Analyzed and recommended changes in work flow processes for medication ordering, processing, distribution
and administration
Conducted process assessment and recommended changes in workflow for scheduling outpatient tests resulting
in quicker scheduling turnaround time and increased physician office satisfaction
Assisted with development and modification of construction plans for Muhlenberg Regional Medical Center
Outpatient Imaging Center and Access Center
Formulated plan for rollout of SciHealth (statistical process control application) for tracking and reporting key
performance measures
Process Engineer, Information Systems
1995- 2002
Responsible for utilizing process tools to lead and implement improvement initiatives, including data analysis and
objective reporting to leadership groups
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Coordinated, managed, and performed multiple process improvement projects in Transcription, Central Supply,
and Family Practice
Evaluated work methods and staffing volumes to enhance organizational quality, while reducing costs
Spearheaded the “Continuous Quality Improvement” effort through development of key measures aimed toward
improving effectiveness and productivity of job functions within the organization
Performed and presented cost benefit analysis/ROI for Transcription and Central Supply projects
Provided daily support to hospital personnel on various applications installed throughout the institution
EDUCATION
Rutgers University College of Engineering, New Brunswick, NJ
Bachelor of Science Industrial Engineering
PROFESSIONAL ASSOCIATIONS AND ACHIEVEMENTS
Institute of Industrial Engineers
American Society for Quality
Certified Six Sigma Black Belt (McKesson Corporation)
Trained in Lean Sigma, CAP, Work Out (General Electric)
May 1994