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BEN Murfreesboro, TN 37130


(615) 424-4245 Email: LinkedIn Profile:

Board Certified Healthcare Executive with over 25 years of experience specializing in Lean Healthcare operations, with a proven ability to deliver fast, significant and sustainable bottom-line results After about 15 years launched Lean Healthcare Consulting firm, Carpenetti & Associates, and successfully sold lean implementation services through vast network of executives in the America College of Healthcare Executives (ACHE), Healthcare Financial Management Association (HFMA) and Healthcare Information and Management Systems Society (HIMSS). Subject matter expert for lean transformations improvements that exceeded the demands of patients, physicians and payers Successfully championed and lead strategic initiatives from coast to coast and is willing to travel. Delivers results and will be a valuable asset to your organization.

Core Competencies
1. Problem solving - Help leaders solve their toughest and most urgent problems. Superior intellectual abilities as well as a practical sense of what works in complex organizations 2. Achieving Deliver distinctive and lasting impact. Tremendous energy, determination, and judgment, particularly when working with multiple stakeholders under tight deadlines 3. Personal impact - Works closely with a wide range of people. Strong communication skills particularly when addressing conflicting points of view, Adept at building trusting relationships to enlist participation and support 4. Leadership - Leading people and fostering productive teamwork. Excellent leadership skills to bring people together to drive positive change within organizations

Professional Experience CARPENETTI & ASSOCIATES Lean Healthcare Consultant


Provide consulting services in the implementation of Lean Strategies Presbyterian Healthcare Services in New Mexico 947 Beds - Functioned as a change agent, using collaboration and consensus-building skills, in deploying Lean Management Strategies which resulted in 178 Process changes and $1,002,000 of improved margin. Strengthen physician relationships in clinics and establish ongoing dialogue with Chief Medical Officer to build trust, and gain physician engagement and enhanced adoption of lean implementation Educated executives on a new source of net revenue with zero investment. Showed them how an out sourced company could use the existing ERISA law to be paid more on zero balance claims from 2003 to today. Vanguard Health Systems 26 hospital system in Nashville, TN - Assisted in the start-up of Program Management Office Deployed strategic plans and aligned and integrated continuous improvement efforts across the system. - Development of organizational scorecards to track and report on progress related to key strategic goals and provided monthly updates on the execution of strategies. Development of enterprise data into directional and actionable information that created business value.

Jefferson Health System 8 hospital system in Philadelphia, PA - Drove significant change and adoption of new Lean processes that result in the $5.1 million elimination of waste and improved margins Uncovered $16.5 million & 384 FTEs by performing on-site productivity review for Pascack Valley Hospital in New Jersey and Munroe Regional Medical Center in Ocala, FL Purged $10.7 million by establishing a creditable productivity monitoring, holding mangers accountable, implementing a layoff avoidance system and focusing on non-value added overtime and contract labor at Baptist Health System of East Tennessee. Achieved a 17% reduction in labor cost while admissions dropped by 5%. FTEs per AOB went from 4.27 to 4.08 at Baptist Health System of East Tennessee. Discovered $3.2 million & 64.3 FTEs by performing productivity & staffing effectiveness assessments for University Hospital & Clinics in Jackson, Mississippi Identified $1.4 million & 38.2 FTEs by performing Productivity & Staffing Effectiveness assessments for 3 Critical Access Hospitals in Mississippi, Louisiana, & Georgia Flushed out $477,000 in incidental overtime and implemented a Labor Resource management system for Sparks Health System in Fort Smith, Arkansas Removed $1.4 million & 36 FTEs from the Medical Information Call Center, Admitting & Registration, Center for Health OP Registration, and Out Patient Clinic departments for OSF Saint Francis Medical Center in Peoria, IL


MURFREESBORO, TN 2007 - 2008

Uncovered vulnerabilities and opportunities for improvement and implemented recommendations Saint John Hospital and Medical Center in Detroit, MI - Assisted with the development of clear goals for LEAN transformation services including financial stability and accomplish them in collaboration with other Healthcare executives and staff to support the day-to-day operations. Improved patient satisfaction to a 20 year all time high. Eliminated over $600,000 dollars in non-value added costs Recommended $620,000 in operational changes for Metro Park Laundry in Stockton, CA Eliminated over $150,000 dollars in process waste from the Dietary department for Westchester Medical Center in Valhalla, NY Eliminated over $50,000 in quality waste from the Food Service/Dietary for Frankford Torresdale Hospital in Philadelphia, PA. also increased patients satisfaction by using queuing theory on the telephone system; decreased the probability hold/wait time and eliminated 80 hours per week of idle phone operator time Created the Environmental Services Variable-Plus Staffing model for 3 Adventist Health Hospitals in California


EL PASO, TX & PHILADELPHIA, PA 1992 2002 Tenet (NYSE:THC) operates 112 acute care hospitals with 27,474 beds in the U.S., with $8.7 billion net revenue and 113,000 employees.

Regional Director of Operations Improvement (Philadelphia) 2001-2002

Promoted to integrate acquisitions and drive cost reduction and operating efficiency throughout the 7 hospitals, 2,250+ beds Pennsylvania region. Led team of 28 CEOs, COOs, CNOs, & CFOs, Reported to Corporate Senior Vice President Trimmed down annual operating costs by $61.5 million (6.5%) in 11 Months Reduced wages and benefits from 44.1% to 37.5% of Net Patient Revenue Mentored hospital executives Trained senior executives on interpretation and analysis of financial reports and practical application of quality & productivity improvement tools

Administrative Director of Operations Improvement (El Paso) 1992-2001

Led team of 5, Reported to Senior Vice President Operations / Chief Operations Officer of 3 hospital system with 1,000 beds Championed Patient Satisfaction resulted in going from Good (91) to Great (94) Patient Satisfaction scores Eliminated need for $3.5 million ER expansion by reducing Mean Emergency Service Time by 1.3 Hours (30%) Earned 99 Joint Commission Score & Endorsement as Model Operation Operated Hospitals with Labor Cost at 31.6% of Net Revenue vs. Industry Standard 46.4% Reduced Operating Costs $20 Million+ (5.6%) Post-Merger Rationalization, Reducing Annual Operating Costs $8.1 Million in 6 Months



Reduced surgeon down time by 25% and increased operating room productivity 20% Streamlined revenue cycle / payment processes, boosting annual profits $500,000 Generated 15:1 Payback on Investment in Productivity Management Program Implemented Patient Classification System & Staffing Standards in 40 Nursing Units. Saved $958,000 in Annual Labor Costs in 10 Months; Maintained Standard of Care Rationalized Medical Records Processing, Reducing Billing Cycle Time 30% Drove $1.2 Million in labor & non-labor cost reduction in 18 months

MBA from University of Phoenix Bachelor of Science, Industrial & Systems Engineering from The Ohio State University

Memberships & Affiliations

Member in Healthcare Financial Management Association (HFMA) Fellow in Healthcare Information & Management Systems Society (HIMSS) Fellow in American College of Healthcare Executives (ACHE) Senior Member Institute of Industrial Engineers (IIE) Member American Society of Quality (ASQ) Eagle Scout & Vigil Honor

Computer Proficiencies Publications & Papers

MS Word - MS Excel - MS Power Point Visio - MS Project 2003 - MS CRM 3.0 HOSPITAL RAPID CYCLE COST REDUCTIONS USING LEAN SIX SIGMA PRINCIPLES, 2007 IIE Annual Conference & Exposition Industrial Engineerings Critical Role in a Flat World, Nashville, TN PRODUCTIVITY WHY MEASURE, 2000 HIMSS, Dallas, TX EXECUTIVE MANAGEMENT REPORTS - ANSOS/ONESTAFF, 1999 Per-Se Interact, San Diego, CA CAPITAL BUDGETING, 1998 Clinical Laboratory Managers Associations, Albuquerque, NM BENCHMARKING 4 HOSPITALS WORKING TO BE THE BEST, 1991 HIMSS, Tampa, FL

List of Departments Where I Have Worked

Accounting Administration Admitting and Registration Business Office Case Management Utilization Review Cath Lab GI and Endo Labs Central Services Central Transport Out Patient Clinics Skilled Nursing (SNF) Emergency Room Food Service Free Standing Surgery Home Health Hospice Housekeeping Human Resources Imaging (X-Ray, MRI, MAMO, CT, Nuclear Medicine, Specials) Information Services Lab (Hematology, Microbiology, Chemistry, Histology, Blood Bank, Outreach) Reference Lab Laundry (Internal and External) Maintenance / Plant Engineering Medical Records Medical Staff Nursing Administration Critical Care IV Therapy Team Labor and Delivery Medical, Surgical Nursery OB/GYN Oncology Orthopedics Pediatrics Telemetry Occupational Therapy Ambulance Service Call Center Cardiac Rehab Dialysis Employee Health Radiation Oncology Pharmacy Retail Pharmacy Physical Therapy Physician Offices Performance Improvement Infection Control Risk Management Public Relations Marketing Psychiatric units Purchasing / Stores / Materials Management Security Sleep Lab Speech Therapy Sterile Processing Surgery / Operating Room PACU Pre-Admit Testing Volunteers Wound care

Margin Enhancement, DMAIC Define Measure Analyze Improve Control, Nursing Quality Patient Care, ER Patient Through-Put, Cost of Poor Quality, Ancillary Service, Imaging, Planning, Value Stream Mapping, Budgeting, Cost Reduction, Call Center Queuing Theory, Waiting Line Analysis, Surgery, Operational Excellence, Layoff Avoidance Systems, Surgeon Satisfaction, Lab Process Improvement, Streamlined Pharmacy Processes, Business Office Revenue Cycle - Payment Processes, Quint Studer Patient Satisfaction, Solucients 100 Top Hospitals Benchmarks for Success, Premiers Operations Outlook Productivity Monitoring and National Benchmarks, McKesson ANSOS One-Staff Enterprise Staff Management and Nursing Agency, KRONOSs Visionware Productivity System, Lean Six Sigma Black Belt Problem Solving Tool Kit (Root Cause Analysis, Flow Diagrams, Cause-and-Effect Diagrams, FEMA Failure Mode Effects Analysis, Affinity Process, Brainstorming, Pareto Diagrams, Histograms, Scatter Diagrams, Box Plots, Stratification Techniques, Data Collection Tools, and Mistake Proofing Techniques)

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