Summary
Overview
Work History
Education
Skills
Skills Certifications Training
Affiliations
Certification
References
Timeline
Generic

Richard S. Kansteiner

Warrenton,OR

Summary

Adaptable professional with a quick-learning ability and a talent for adjusting to new environments. Skilled in rapidly acquiring new knowledge and applying it effectively. Driven by a passion for continuous learning and successfully navigating change. My experience in manufacturing and healthcare gives me a unique perspective on quality, leadership, innovation, and performance.

Overview

32
32
years of professional experience
1
1
Certification

Work History

Clinical Risk Manager and Patient Safety Officer

Columbia Memorial Hospital
Astoria, Oregon
08.2023 - Current
  • Company Overview: A non-profit, rural, 25-bed Critical Access Hospital with outpatient services in primary care, pediatrics, orthopedics, cancer care, rehabilitation, and other specialties. CMH is a level III trauma center with 300 providers and over 1,000 caregivers across the North Coast of Oregon.
  • Responsible for leading clinical risk management, patient safety, and program management for our High Reliability safety efforts.
  • Managing professional staff litigation from discovery through trial.
  • Development and implementation of a High Reliability Organization strategic program. I control the training of all staff, HRO KPIs reporting to the Board of Trustees, and continued engagement planning with Oregon Health and Science University clinicians, and all CMH caregivers.
  • Formed and managed safety-focused teams and improvement efforts around Universal Skills, Human Factors, Situational Awareness, and Process Improvement.
  • HRO and safety results include an 80% reduction in serious safety events, and a 33% reduction in caregiver injury since implementation.
  • Conducted regular assessments of hospital policies and procedures for risk mitigation.
  • Led incident investigations to determine root causes and preventive actions.
  • Created and implemented policies and procedures to manage identified risks effectively.
  • Provided guidance and advice on how to handle high-risk situations appropriately.
  • I report directly to the CMH Chief Medical Officer, who is matrixed to OHSU.

Strategic Partnerships Officer

Edge
09.2021 - 08.2023
  • Company Overview: The innovation strategic program of Emplify (GHS) Health consists of a corporate venture capital fund targeting SaaS-model healthcare startups and an internal innovation studio for the development of spin-in and spin-out ventures.
  • I sourced Series A, B, and C investment rounds for healthcare technology start-ups to partner with while also teaming with the innovation studio as a healthcare operations advisor.
  • I vetted, managed relationships, negotiations, investments, communications, business modeling analysis, and integrations with healthcare technology start-ups.
  • Co-developed a $35M CVC investment fund and integration strategy that launched Edge.
  • Invested, integrated, or both in AI assistants, machine learning systems, remote care, and revenue cycle support products.
  • My work with the innovation studio resulted in spin-out efforts that created Envision, a healthcare energy consulting company, and a pilot business of ketamine infusion in conjunction with cognitive behavioral therapy.
  • I directly supervised two contract, remote investment business analysts. I reported to the Vice President of Strategy and Innovation for the CVC fund, and the Executive Director of Innovation for the innovation studio.

Innovation Designer

Gundersen Health System
La Crosse, Wisconsin
10.2018 - 09.2021
  • Company Overview: A non-profit $2.0B Bellin / Gundersen Healthcare System (now Emplify) incorporating clinic locations over the state of Wisconsin, parts of Michigan, Iowa, Minnesota, and Illinois. Most of my experience was with Gundersen with specific operations include a 325-bed trauma level 2 hospital, pharmacies, durable medical equipment providers, ambulance services, medical education and residency programs, and six critical access affiliate hospitals.
  • My responsibility was to vet and embed the techniques used in innovation that focus on value creation as opposed to traditional performance improvement waste reduction.
  • Built and implemented a new program creating value for our new patients. Our program made a dramatic improvement in provider and patient experience while retaining full schedule utilization.
  • Created the strategic roadmap for innovation at GHS including use of tools and methods such as: Customer experience analysis, human factors, scrum, storytelling and divergent/convergent.
  • Partnered with Customer Experience and operations to build out and launch a patient experience focused Epic Appointment Scheduling module with our modifications.
  • Partnered with Olive AI to build multiple 'AI Workforce Aids' and a panel management program based on patient age and visit patterns. Our co-designed panel management/patient engagement program was sited in an issue of 'Healthcare Innovation' in 2022.
  • I reported in a matrix to the Vice President of Quality and the Executive Director of Systems Project Management.
  • A non-profit $2.0B Bellin / Gundersen Healthcare System (now Emplify) incorporating clinic locations over the state of Wisconsin, parts of Michigan, Iowa, Minnesota, and Illinois. Most of my experience was with Gundersen with specific operations include a 325-bed trauma level 2 hospital, pharmacies, durable medical equipment providers, ambulance services, medical education and residency programs, and six critical access affiliate hospitals.

Systems Project Manager

Gundersen Health System
La Crosse, Wisconsin
01.2011 - 10.2018
  • Vetting, resourcing, and managing quality improvement, performance management, patient experience, clinical outcomes, and capital projects and programs while acting as an internal consultant for change management needs.
  • Multiple projects for a greenfield 325-bed hospital, including medical/surgical sizing, layout, equipment placement, and workflow design.
  • Built an IHI-modeled Real-Time Demand Capacity program, creating up to a 20% inpatient capacity increase. I presented our model at an IHI conference in 2017.
  • Created an assortment of model cell lean solutions for outpatient clinics and procedures, establishing Medical Homes, increasing capacity, improving both clinician and patient experience, and improving quality outcomes.
  • Strategically developed, owned, and implemented multiple performance improvement projects from charter through measurement and monitoring.
  • I also mentored many small improvement teams as a portfolio of projects, as my own project management office.
  • I communicated project status reports to executive leadership regularly. I partnered with the Administrative and Clinical Vice Presidents, CFO, and CIO to make system-level changes.
  • Developed comprehensive project plans, including timelines and resources required to complete the project.
  • Provided system data analysis and was charged with the approval of staffing and facility projects for clinical operations. Analysis based on business needs, forecasting, and using QlikView and Microsoft tools. I was a standing member of the VP Operations team in this capacity.
  • Designed and delivered Six Sigma basics, lean, quality tools, project management, change management, and transformation training to several hundred providers and caregivers.
  • Built from ground up targeted clinical services for Housing-challenged, Indigenous and Amish populations.
  • By leading cross-functional teams to deliver complex health system projects, I gained a very broad understanding of healthcare.
  • I reported directly to the Executive Director of Project Management.

Quality, Service and Efficiency Manager

Gundersen Health System
La Crosse, Wisconsin
01.2006 - 01.2011
  • I provided support for the clinic, hospital, and support systems specifically related to clinical outcomes, physician engagement and performance, patient experience, and patient safety.
  • Development of individual internal and external reported system quality measures for over four hundred providers, directly affecting their pay bonuses. Many of these same measures were integrated into our value-based care model with our main payor, Quartz.
  • Established Gundersen’s first quality public reporting system as part of the Wisconsin Collaborative for Healthcare Quality.
  • Developed and implemented strategies to increase customer satisfaction and loyalty. I identified gaps in Medicare Star ratings, and launched associated improvement projects.
  • Provided leadership during times of organizational change or crisis situations by leading critical response and root cause analysis alongside executive medical, administrative, and legal leadership, resulting in system-level safety improvements.
  • Co-developed quality data collection, display, and analytics guidelines, including the use of lean visual display boards and data repositories. Led a data analysis team of patient experience surveys and responses.
  • Developed internal disease management registries for CHF, diabetes, cancer, hypertension, and led their integration into Epic.
  • Facilitated training sessions to improve staff performance and skills development. Trained quality and risk nurses on effective countermeasure implementations, a FMEA program around clinical delivery, a 5S program, and many other improvement tools.
  • I was partnered with inpatient and outpatient Medical and Operational Vice President dyads. I reported to the Director of Quality.

Value Center Director

Watlow Manufacturing
Winona, MN
09.2004 - 08.2005
  • Company Overview: A designer and manufacturer of custom electronic thermal devices and controls for the transportation and process industries. Watlow has plants and offices around the world, and is based in St. Louis, MO.
  • I led the ThermoKing Value Center ($35M of a $75M per year plant). I oversaw daily operations to ensure efficient workflow and productivity.
  • Managed staff schedules to optimize resource allocation and team performance. My direct report operations team comprised 15 production people across three shifts, a Production Supervisor, a Planner/Customer Service lead, and a Manufacturing Engineer.
  • Facilitated problem-solving sessions to address operational challenges effectively. My team and I used lean tools to improve quality to a sub-0.1% return rate.
  • Monitored inventory levels to support production needs and minimize delays. We improved service by shipping to Ireland and Puerto Rico from once a week to every 3 days.

Quality Engineer

Textron Fastening Systems
Decorah, IA
05.2003 - 09.2004
  • Company Overview: Textron systems was a multinational corporation supplying products and services for automotive, hi-tech, defense and heavy industry.
  • I provided quality support for customer issues at our $100M volume manufacturing plant. My direct report team comprised 37 production inspection and quality assurance professionals.
  • As first contact for customer quality issues, I initiated and implemented Root Cause Corrective and Preventive actions at both part specific and systemic levels.
  • Developed and maintained FMEA certification levels for Ford, GM, and Nissan.
  • Worked with supply chain on defect and delivery performance.
  • Reduced open plant corrective actions from averaging in the high 90s to consistently under 10.
  • Textron systems was a multinational corporation supplying products and services for automotive, hi-tech, defense and heavy industry.

Account Manager

Northeast Iowa Community College
Calmar, IA
10.2002 - 05.2003
  • Company Overview: A partnership with Iowa Manufacturing Extension ending in 2003 as the grant expired.
  • I provided business consulting in project management, training on lean and quality tools, facility management, and quality technical assistance to the Northeast Iowa Region.
  • A partnership with Iowa Manufacturing Extension ending in 2003 as the grant expired.

Senior Lean Program Specialist

Rockwell Collins Aerospace
Decorah, IA
01.2001 - 10.2002
  • Company Overview: Decorah Operations was a $50M annual volume manufacturing plant providing avionics assembly for Commercial and Business Jet markets.
  • My role was operational strategy, education and implementation of lean manufacturing philosophies, supply chain strategy and customer relations.
  • I worked with our 13 factory floor work teams totaling 230 people, product and process engineering, and senior leadership from Cedar Rapids, IA.
  • Reducing average plant lead time from 35 to 3 days by utilizing single piece flow, value stream mapping, and other lean tools.
  • Led work teams through commercial to military product pivot post 9/11.
  • Utilized lean tools and techniques to re-design all manufacturing cells and reducing facility footprint by 50%.
  • I reported in a matrix to the Decorah plant manager and the Vice President of Performance.
  • Decorah Operations was a $50M annual volume manufacturing plant providing avionics assembly for Commercial and Business Jet markets.

Business Unit Director, Commercial

The Overhead Door Corporation
Reno, NV
04.2000 - 11.2000
  • Company Overview: Reno operations was a $30M annual volume division manufacturing both residential and commercial door packages. The Reno plant was a green field operation consolidating three other plants.
  • My role was leading the start-up of the commercial product line business unit. My direct report operations team comprised of 35 production people across two shifts, six team leads, a Buyer/Planner, maintenance, and a Manufacturing Engineer.
  • I hired all professional and hourly staff in my business unit, coordinated with local regulatory agencies and managed capital projects.
  • Zero equipment, people and material to thousands of feet shipped per day in 6 months.
  • Reno operations was a $30M annual volume division manufacturing both residential and commercial door packages. The Reno plant was a green field operation consolidating three other plants.

Quality Manager, Buyer, Engineer

Quincy Compressor
Quincy, IL
02.1994 - 03.2000
  • Company Overview: A $90 million annual volume division of B.F. Goodrich Industrial Products producing reciprocating and screw air compressors along with hydraulic and pneumatic cylinders.
  • Quality Manager over plant quality system with direct reports.
  • As buyer I sourced, quoted, negotiated price and purchased $5M worth of inventory annually.
  • I supervised Warehouse/Stockroom functions and the Tank Unit line. I introduced Six Sigma tools during research, sourcing and manufacture of a new 5 hp product.
  • A $90 million annual volume division of B.F. Goodrich Industrial Products producing reciprocating and screw air compressors along with hydraulic and pneumatic cylinders.

Education

Master of Business Administration -

Quincy University
Quincy, IL
01.1999

Bachelor of Science - Industrial Technology

Southern Illinois University at Carbondale
Carbondale, Illinois
01.1993

Skills

  • Lean
  • Leadership
  • Quality systems
  • Innovation
  • High Reliability
  • Incident investigation
  • Patient safety protocols
  • Healthcare project management
  • Quality improvement methodologies
  • Strategic partnerships development
  • Root cause analysis
  • Team leadership
  • Incident response planning
  • Data analysis
  • Human factors
  • Supply chain
  • CAP Change Management
  • Venture capital
  • User experience
  • Customer experience
  • Strategic planning
  • Executive reporting
  • Value based care
  • Business data analytics
  • Value creation
  • Spin in and spin out ventures
  • Project management
  • Systems and performance management
  • Six Sigma
  • Inpatient and outpatient workflows
  • Clinical outcomes
  • Physician quality management
  • Strategy deployment
  • Direct reports
  • Profit and loss
  • Capital projects
  • System improvements
  • Revenue cycle
  • Facilities improvement

Skills Certifications Training

Lean, Leadership, Quality systems, Innovation, High Reliability, Human factors, Supply chain, CAP Change Management, Venture capital, User experience, Customer experience, Strategic planning, Executive reporting, Value based care, Business data analytics, Value creation, Spin in and spin out ventures, Project management, Systems and performance management, Six Sigma, Inpatient and outpatient workflows, Clinical outcomes, Physician quality management, Strategy deployment, Direct reports, Profit and loss, Capital projects, System improvements, Revenue cycle, Facilities improvement, Certified Lead Practitioner of Six Sigma (Black Belt), National Graduate School, 1999, IS700 NIMS, ICS 100, EVOC and HazMat Operator Certified, 2011-2018, Certified Professional in Healthcare Risk Management, 2024, Certified Professional in Healthcare Quality, 2024, Press Ganey Forsta Certified HRO Universal Skills Trainer, GE Change Acceleration Change Agent

Affiliations

  • Instructor/advisor the the Clatsop County Small Business Development Center
  • Past member of the Trempealeau, WI Volunteer fire department. Current member of the Warranton, OR fire and EMS department.

Certification

  • Six Sigma Black Belt
  • Certified Professional in Healthcare Quality
  • Certified Professional in Healthcare Risk Management
  • Change Agent in GE Change Acceleration Process
  • Instructor in Press Ganey Forstra High Reliability Safety

References

References available upon request.

Timeline

Clinical Risk Manager and Patient Safety Officer

Columbia Memorial Hospital
08.2023 - Current

Strategic Partnerships Officer

Edge
09.2021 - 08.2023

Innovation Designer

Gundersen Health System
10.2018 - 09.2021

Systems Project Manager

Gundersen Health System
01.2011 - 10.2018

Quality, Service and Efficiency Manager

Gundersen Health System
01.2006 - 01.2011

Value Center Director

Watlow Manufacturing
09.2004 - 08.2005

Quality Engineer

Textron Fastening Systems
05.2003 - 09.2004

Account Manager

Northeast Iowa Community College
10.2002 - 05.2003

Senior Lean Program Specialist

Rockwell Collins Aerospace
01.2001 - 10.2002

Business Unit Director, Commercial

The Overhead Door Corporation
04.2000 - 11.2000

Quality Manager, Buyer, Engineer

Quincy Compressor
02.1994 - 03.2000

Master of Business Administration -

Quincy University

Bachelor of Science - Industrial Technology

Southern Illinois University at Carbondale

Similar Profiles

CREATE PROFILE
Richard S. Kansteiner