Clifford M. Wendel; LSSBB

• Worked as program manager creating a TPA Integration program in support of a $15 million/year employer sale.
• Managed EAP trade service agreement during acquisition of Elevance Health
• Worked to ideate and deploy a small market strategy shifting client management and sales approach for smaller life groups.
• Supported SVP of Sales and VP of Client Management in refining and redeploying KPIs and meaningful huddle metrics.
• Collaborated with business leadership to set priorities based on business needs, resource capacity and risk exposure.

Responsible for managing a cultural transformation to one of intrinsic continuous improvement behavior while managing process improvement projects.

Major Accomplishments:

• Facilitated process improvement and change management initiatives for the implementation of a new workforce management system with impact to the entire organization
• Acquired and implemented a lean project management software for project management from ideation through sustainment
• Created White and Yellow Belt trainings
• Mentored business owners in identifying KPIs and setting goals for their business units
• Lead initiatives to reduce patient wait time on mobile units by 30%
• Implemented telehealth offering in 45 days due to COVID19 response
• Worked with clients such as Smithfield and Tyson Foods assessing organizational response to mitigate spread of COVID19 and developing criteria for industry first COVID19 certification
• Designed, implemented, and led Matrix’s deployment of at home COVID19 testing for ESPN employees
• Treated associates with fairness and respect, providing recognition of accomplishments.

Responsible for enterprise initiatives and their implementation across the network’s hospitals

Major Accomplishments:

• Managed the construction, planning, and opening of two Outpatient Care Centers
• Implemented an initiative that reduced the “time to appointment” for local patients from 10 days to as little as 24 hours
• Implemented a Lean Daily Management system within the Outpatient Care Centers
• Coached hospital departments in deployment of Lean Daily Management within their work areas, creating a closed loop feedback system for issues
• Created a lean assessment for the enterprise to gauge lean maturity per department
• Created an Improvement (Kaizen) Event training and toolbox for enterprise leaders.

Responsible for driving a lean culture within the distribution center while managing a project pipeline that creates financial savings directly impacting the P&L statement

Major Accomplishments:

• Scored a 91% on the Black Belt exam
• Led a Black Belt project that had a 62% reduction in write-offs to the P&L; exceeding forecasted savings by 45%
• Managed a project pipeline that drove savings of $500,000 in one fiscal year
• Mentored and trained Kaizen leaders
• Increased front-line employee project participation by 10% in 12 months
• Created a training for all new employees to teach the basics principle of Lean Six Sigma
• Drove a 5% improvement on the facility’s lean audit over previous fiscal year
• Achieved certification after 18 months in the position
• Had a project submitted for the Top Gun Awards 2015
• Compiled and submitted regular reports to update senior management on operations and progress.

Responsible for customer service level, customer satisfaction, and all operation model metrics in addition to responsibilities held as an inventory coordinator

Major Accomplishments:

• Drove increase in customer satisfaction surveys through customer visits and direct customer to analyst communication
• Led a Kaizen event with Nellis Air Force Base that increased service level 12% and increased Cardinal Health revenue by $316,000 a year while saving the customer $26,000 a year
• Gained trust with local sales representatives to go and visit their customers and improve customer operational challenges without sales representative present.
• Identified improvement opportunities to effectively meet customer and business needs.

Responsible for maintaining an accurate inventory, maintaining supply to meet customer demand, and collaborating with sales force to increase service levels

Major Accomplishments:

• Increased service level to key customers as well as the DC’s overall service level
• Sold over $16,000 worth of blemished product in the first 85 days of 2013
• Named “Employee of the Month” in December 2012
• Participated in two Kaizen events and one Black Belt project within the first eight months of employment
• Spearheaded improvements that led to the Phoenix Inventory Department receiving the highest score in the company on LRTS; 4.13/5.
• Improved logistics and supply chain management by continuously reviewing systems and seeking out opportunities to reduce lost items, eliminate bottlenecks and enhance storage management.
• Directed cycle counts every day and full audits biannually.

Responsible for adhering to the given budget, fielding various member issues, achieving sales and retention goals, implementing all marketing plans, approving all financial assistance, and supervising front desk staff

Major Accomplishments:

• Hired as membership services representative and promoted within four months of hiring
• Achieved membership net goals by an average of 500% in 2011
• Increased collection of delinquent accounts from 48%-82% within five months
• Balanced the issues of working in a branch that is the second largest by membership units, in our association, but lowest in actual revenue because of area demographics
• Managed employee hours to stay within the allotted budget, without any harm to member services.
• Oversaw membership data system to keep information updated and complete.
• Developed marketing materials identifying upcoming events, activities and helpful information for distribution to members.