Todd Griggs

A consulting firm delivering continuous improvement, project management, and lean six sigma training with five partners generating $3 million in yearly revenues.

MANAGING PARTNER
Built the new client base from zero to $3 million in revenue. Advised clients on the implementation of solutions.

• $3 million in top-line revenues attained by developing new clients in supply chain, revenue cycle, and staff optimization to drive 200% year-over-year growth for three years.
• $2 million decline in inventory, $600,000 shrinkage in outdated supplies, and a 95% drop in documentation errors realized by placing 1,200 items on automatic replenishment and integrating electronic medical records (EMR), supply chain, and surgical services technologies.
• 70% upturn in physician procedure accuracy and 90% adoption rate reached by standardizing surgical supplies, enhancing instrument trays, and instituting supply chain and sterile processing technology.

A consulting firm with three partners and $3 million in revenues offering executive continuous improvement, project management, lean six sigma training, and mentoring services.

CHIEF TECHNOLOGY OFFICER
Drove the M&A between a large healthcare revenue cycle team and a third party. Optimized revenue cycle processes for a large healthcare practice. Created and integrated a financial reporting system for a client to drive profit. Deployed process improvements for clients via 30 indirect reports.

• $1.2 million decrease in costs, 35% decline in eligibility denials, and a 29% uptick in monthly revenues generated by standardizing billing, updating EMR to include anesthesia records and correct billing codes, and by devising a comprehensive physician dashboard that integrated multiple systems.
• $286,000+ monthly contribution to margins, 90% reduction in staff movement around operating room (OR) suites, 43% downtick in OR turnover time, and 35%+ rise in surgical volume gained by adjusting core surgical care inventory and standardizing the OR layout and supplies.
• 300% acceleration in new business won by producing sales opportunities in mergers, staff optimization, and project extensions, executing a visual sales connectivity network, and refining the sales strategy.
• 91% upturn in access and patient visits with a 50% escalation in patient satisfaction obtained by improving patient flow, level loading schedules, introducing in-room scheduling, staggering patient arrival times, and optimizing staff duties.

A not-for-profit hospital with $3.5 billion in revenues and 14,000 employees.

DIRECTOR OF BUSINESS PROCESS TRANSFORMATION
Led the continuous process improvement group with five direct and 20 indirect reports. Deployed EMR systems, emergency room / clinic simulation techniques, and automation projects to improve performance.

• 100% deceleration in communication errors and 74% decrease in equipment repairs earned by enriching critical communication systems across physicians, nursing, clinic, and emergency response teams via the implementation of VoIP technology.
• 70% drop in reporting time, 65% reduction in patient wait time, and 40% improvement in scheduling cultivated through an interactive operational dashboard and real-time patient tracking system that provided timely, reverent information, constraint locations, surgical time slot usage, and schedule gaps.

A consulting firm with 20 employees and $30 million in revenue.

SENIOR DIRECTOR & LEAN SIX SIGMA MASTER BLACK BELT
Managed and facilitated instruction and certification of 1,500+ students in six sigma and kaizen areas. Led six sigma initiatives for clients. Directed a team of 30 indirect reports.

• $300 million in revenue and cost savings fostered by driving an enterprise-wide continuous improvement program across 2,000 grocery stores then training 170 six sigma black belts, 75 green belts, and 12 corporate executives.
• 60% improvement in inventory, 31% decline in expenses, and 23% proliferation in volume nurtured by applying the assess-prioritize-deploy model and originating a six-month, one-year, and three-year business opportunity model for a major tire manufacturer.

Lean Six Sigma Master Black Belt | Advanced Integrated Technologies Group

• $32 million in cost savings and revenue found by conceiving and managing continuous improvement and innovation courses to train 325 six sigma black belts and green belts for large automotive manufacturers.
• $120,000 in yearly savings garnered while reducing scrap 37% and augmenting quality 65% by instigating a new measurement system and identifying key contaminating steps via design of experimentation and by outlining new standard work instructions.
• 38% downtick in scrap and a 15% boost in volume reaped by establishing total productive maintenance, regulating mixture percentages, and optimizing equipment parameters.