Stevens - HCA Work Details 20150327

Craig A. Stevens craigastevens@westbrookstevens.com
PROGRAM/PROJECT MANAGEMENT BACKGROUND - HIGHLY DETAILED
HCA PHYSICIAN SERVICES, Manager of Process Improvement Program and Project Manager
Support to HCA Physician Services. Work performed through different groups during the
almost six years of service for HCAPS: HCA Process Improvement Group, HCAPS, HCA’s
Parallon Project Services, and HCA’s Shared Services Group (2009 – Present).
1. Program Manager for the PI Development Project - Developed all PI tools, Systems, and
Methods needed. We started with a clean slate and we used my previous training
material, procedures, and tools as the foundation for developing the HCAPS healthcare
specific program. The program included a simplification of the concepts of lean six sigma
lifecycles (which we benchmarked with industry leaders on the subject.) Worked with
Vanderbilt, Belmont, UT Knoxville, Nissan, and Others to compare and contrast similar
systems. Built the following tools and training using the Westbrook Stevens Tool box for
PI:
I. Developed the Assessment, Problem Solving, and Implementation Procedures
that the PI team used when performing PI efforts in the field and from main
office.
i. Created about one hundred different tools (forms, procedures, and
templates) for assessing and improving processes and systems for the 800
plus practices.
II. Created the Process Improvement (and Lean Six Sigma) Introduction/Orientation
Training
III. Used the Westbrook Stevens Model - The Seven Attributes of Excellent
Management Training for Leaders (White Belt)
i. Building Excellent Leaders (Situational Leadership and the Westbrook
Stevens Model on Empowerment)
ii. Building an Excellent Culture Using the Westbrook Stevens Model
iii. Building a Culture of Service (Excellent Customer Focus Using the
Westbrook Stevens Model)
iv. Excellent Teambuilding Building
v. Excellence in Problem Solving (Building Core Competencies and Skills)
vi. Excellent Change Management and Continuous Improvement of Processes
and Systems (Using the Westbrook Stevens Models)
vii. Excellent Performance Measure (Using the Westbrook Stevens Model of the
7 Steps to Performance Measures)
III. Tools for Practitioners of Lean Healthcare (Yellow Belt Training)
viii. Yellow Belt Training for the Accounting Department (Full Yellow Belt
Training Designed for Service Departments)
ix. Optimizing the Practice Management Big Rocks
1. Optimizing Phones Service
2. Minimizing No Show Rates
3. Optimizing Doctors/Patient Schedules

4. Optimizing Patient Throughput
5. Optimizing Room Utilization
x. Optimizing Employee Engagement in Process Improvement (Using Idea
Boards from various medical centers)
xi. Mastering Lean Waste Minimization using the 5S Tool
xii. Improving Processes using Flow Charts
xiii. Minimizing Wasted Movement Using Spaghetti Diagrams
xiv. The A3 Process Improvement Tool
xv. Mastering Root Cause Analysis
xvi. And many more tools
IV. Started the Green Belt Training Tools (Statistics and Systems Thinking tools)
 Objectives of Project: To provide systematic and repeatable tools for the
PI team to use. The secondary and possibly most important objective was
to design the program so that the practice managers and other
practitioners can also use it without support from the PI team. The
program required the development of materials and training to use the
tools.
 Team Details: Two full time members and about 40 different interns and
students.
 Time Frame: Development took about 12 Months starting with the
Westbrook Stevens models and materials as the bases. This project will be
on going as systems are improved.
 Results: The program was extremely popular with the practice managers
and created the bases for how the HCAPS PI team provided support.
2. Developed and rolled out the Customer Service Training for Practice Managers and Staff.
Used the Westbrook Stevens workshops that I developed during the last 20 years to
create the HCAPS customer service training program. We broke the training up into small
30 minutes or less modules. I taught one module at a time several times a month by
WebEx. During one month we might have had as many as 300 people attend and one
module might receive as many as 100 positive comments. Developed the following
video training (to cone my services before I left)
I. Introduction to Customer Experience
II. AIDET and Attitude Introduction
III. First Impressions Part 1 – The Science and Environment
IV. First Impressions Part 2 – The Your Face and Eye Contact
V. First Impressions Part 3 – Personal Grooming and Body Language
VI. First Impressions Part 4 – Interpreting Body Language
VII. First Impressions Part 5 – More Interpreting Body Language
VIII. First Impressions Part 6 – Space
IX. Communication Part 1 – Active Listening

X. Communication Part 2 – Dialogue and Report
XI. Communication Part 3 – Phones
XII. Communication Part 4 – Phone Scripts
XIII. Communication Part 5 – Collecting Information
XIV. Communication Part 6 – Tone and Inflection
XV. Communication Part 7 – The Written Word
XVI. Process Improvement Tool – Root Cause Part 1 – Introduction
XVII. Process Improvement Tool – Root Cause Part 2 – How to Use
 Objectives of Project: To provide a way to improve customer satisfaction
by keeping the subject of customer service in front of the minds of all the
staff.
 Team Details: Me and participating practice managers.
 Time Frame: Development took about 2 Months and we piloted the
training for four months.
 Results: The program snowballed with more people being added to the
training every month. The comments were outstanding from both
leadership and front line staff.
3. Managed Operations for all PI lean six-sigma support for about 800 practices. During this
time we supported many different process improvement projects (13 Practices) where
the PI team drove improvements and many more where the practice managers drove
the improvement efforts (based on WebEx Training and support from a distance to
hundreds of Practice Managers and their Staff).
4. Project manager for the development of the first Mystery Shopping efforts (supported
second effort as member of my staff lead the project) using interns to call and verify
practice management appointments and phone services for the three groups of
practices.
 Objectives of Project: To provide a way to check the quality of phone
services and appointment time for as many of the 700+ practices as
possible.
 Team Details: Two PI members and several interns.
 Time Frame: The project happened during two summers for about 3
months.
 Results: The finds drove targeted improvement efforts for the three
groups and many practices involved.
5. Managed Mini-Projects and Process Flow for Business Process Improvement – the
corporate business side of HCAPS.

I. For the 700+ Practices Created Flow Charts and observation time (for
systematic and repeatable comparison of processes)
i. Patient Makes Appointment
ii. Patient Pre Check-in
iii. Patient Enters and Approaches Desk
iv. Patient Checks In
v. Front End Collections Process
vi. Encounter Form Process
vii. Patient in Exam Room Process
viii. Lab Processes
ix. Other Ancillary Processes
x. Referrals Processes
xi. Check out Process
xii. Billing Process
xiii. Charge Entry Process
xiv. Incident to Billing Process
II. Supported the Improve Efforts for eSAF and 3-4 ID generation process
III. Supported the Quality Group’s training for PDCA of Quality Directors
IV. Practice Onboarding – reviewed and drove improvement efforts to minimize
time required to onboard new practices.
V. Physician Governance Process (evaluate and approve of new procedures)
VI. Drug testing procedure for a corporate client (VW)
VII. General Ledger (GL) and Decision Support System (DDS) Improvement
VIII. RSC Fees Process
IX. Helped to Developed the Culture of Service Workshop
X. Developed the PI Intranet Website
XI. Developed the PI SharePoint Site
XII. Supported the Earlier PI efforts with the Corporate PI Group
XIII. Clinical Laboratory Improvement Amendments (CLIA) Process Flow
XIV. Expense Task Force for HCAPS
i. Close Process
ii. Flow for Texas Close Process
XV. HCAPS Coding Operations Plan and Repeated Coding Training in various PI
tools
XVI. Managed Care Coordination Processes
i. New Doctor and/or Practice Enrollment
ii. New Agreement Contract
iii. New Doctor Effective Date Problem
XVII. Physician Governance Process
i. Information Flow for Recommendations, Decisions, and Actions
ii. Evaluation and Approve New Procedures and Process
iii. Evaluation of New Services Process

iv. Peer Review Process
XVIII. HCAPS Recruiting Hospitalist Process
i. The Planning Phase Process
ii. Screen Phase Process
iii. Closing Phase Process
XIX. Project Plans for Anesthesiologist Credentialing and Onboarding
XX. HR Central Recruitment Processes
i. Opening a Position Requisition Process
ii. Candidate Selection Process for External Candidates
iii. Internal Candidates – Transfers and Promotions Within the Same
Process level Process
iv. Internal Candidates – Transfers and Promotions for Changing Process
level Process
v. Prior to Starting Employment for New Hires Processes
vi. Adjustment Approval Guidelines Processes
1. Special Wage for Practice Based Positions – Market and Other
Pay Adjustments
2. Special Wage for Central Services Positions (Primarily
Brentwood Campus and HR) Upgrade/Promotions
3. Special Wage for Central Services Positions (Primarily
Brentwood Campus and HR) Market and All other Pay
Adjustments
XXI. HR Physician Recruiting Process
i. Planning Phase Process
ii. First Contact/Initial Interest Process
iii. Screening Process
iv. Closing Phase Process
XXII. Physician OnBoarding Process
i. Planning Phase Process
ii. First Contact/Initial Interest Process
iii. Screening Process
iv. Closing Phase Process
XXIII. Central Services Coding Process
XXIV. FA RDS Improvement Processes/Project Plans
XXV. Accounting Process Improvement
i. Automation Improvement Process/Project Plans
ii. DSS Support
iii. ERP Project Support
XXVI. Streamlining Corporate MOR Process
XXVII. Financial Services Customer Service Initiative
XXVIII. AP Process Flow Improvements
i. Indexing Process

ii. Invoice Processing
iii. Mailroom and Scanning Process
iv. Vendor Maintenance Process
v. Refund Processing
vi. Physician Payment Processing
vii. Mail Processing
viii. Income Guarantee Processing
ix. 1099 Processing
x. Daily Transacting Reconciliation Processes
xi. Property Lease Payments Processes
xii. COID Start Up Processes
xiii. Manual Check/AP Processing
xiv. CER Process
6. Developed and Taught the Accounting department’s Lean Six-Sigma yellow belt
certification.
7. Tracked all HCAPS Corporate projects for the C-Suite executives and Division
Managers, supported/mentored the executives of HCA Physician Services (HCAPS) in
Change/Project Management processes and systems. Acted as a liaison/mentor to all
the senior level managers.

Stevens - HCA Work Details 20150327

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Stevens - HCA Work Details 20150327