Dan Chauncey

Dan Chauncey

Summary

Extraordinary and diverse 20+ year career demonstrating cross-functional, cross-industry success in public and private sector. A doer, leader and thought leader in education, training quality systems, and organizational performance improvement. Exceptional academic background, reinforced with real world practicality. Understands the balance between costs and benefits… theory and reality… data and people…

Selected Achievement Highlights

üLean Six Sigma Master Black Belt

üCo-author of book on applying an integrated approach to Performance Improvement for healthcare (projected release: 2011).

üDevelop approach to accelerate Performance Improvement deployment launch from more than 90 days to two weeks.

üProgram Manager for CPI Deployment across Navy Medical Enterprise. Realized >$15m in projected savings in first 2 years of deployment.

üDesigned deployment approach that resulted in 30 to 1 return on investment ratio.

üApplied Lean principals to the US Army’s Installation Management Command’s Productivity Improvement Reporting process and decreased per initiative cycle time from 18 hours to 27 minutes.

ü  Author of book on instructional design

Work History

Work History
Jul 2007 - Present

Director of Deployment Services and Knowledge Management

NOVACES LLC

·Co-Author of Transforming Healthcare with the Integrated Performance Improvement (working title). Mid-year 2011 publication by McGraw-Hill.

·Program Manager for U.S. Navy Medicine CPI/LSS deployment.

oDeveloped Change Management/Deployment Plan to implemented a structured approach to deploying LSS/CPI across the entire Navy Medical Enterprise.

oDeveloped Phase II Navy Medicine Deployment Plan to incorporate Theory of Constraints Thinking Processes into Strategic Planning Sessions for individual hospitals.

oDirectly supervised LSS Master Black Belts at five regional commands in providing deployment guidance and support to the Navy Bureau of Medicine and Surgery and four regional commands.

oSupported more than 100 Six Sigma/DMAIC and 40 Lean Events.

oRealized ~$15m in projected savings.

oTrained five waves of Black Belts and several waves of Champions.

·Program Manager for CPI/LSS deployment at a not-for-profit Health System in New York State.

oDeveloped Deployment Plan to implement integrated Lean and Six Sigma approach system-wide.

oApplied JumpStart approach that resulted in realization of service improvements and >$250,000 in savings within 90 days of deployment kickoff and more than 30 to 1 ROI in the first year.

  •  
    • Developed the robust approach to deploy Continuous Process Improvement in virtually any organization.
      • Methodology includes the rapid start-up of a Continuous Process Improvement deployment and early ROI.
    • Delivered two waves of Lean Expert training.

·Developed two statistically validated organizational assessment instruments (CPI Maturity Assessment and Change Readiness Assessment).

·Developed two training simulations to demonstrate the efficacy of Lean, Six Sigma, and Theory of Constraints in healthcare.

·Led multiple activities in diverse industries including maritime, healthcare, and the federal government, resulting in the active participation of organizational leadership in the identification of multiple improvement opportunities as well early realization of return on investment through the subsequent improvement opportunities.

  •  
    • Led a Process-level Value Stream Analyses event with the Environmental Protection Agency.
      • 50% in cycle time for processing pesticide enforcement cases.
      • Directly impacted capacity and minimized potential impact of the violation.
    • Delivered Leadership and Management Development training with the Federal Emergency Management Agency (FEMA).
    • Initiated System-level Value Stream Analyses at the US Army Corps of Engineers the rollout of Process Analysis of 20 mission-critical processes.
    • Oversaw team developing LSS curriculum for US Army Installation Management Command.
    • Lead instructor for US Navy Aviation LSS deployment .
    • Delivered three waves of Green Belt training to Northrop Grumman Ship Systems
Jul 2006 - Jul 2007

Senior Manager

Grant Thornton LLP
  • Developed Regional Lean Six Sigma Deployment Plan.
  • Developed Advanced Data Analysis course for US Army Green Belts.
  • Applied Lean principals to the US Army’s Installation Management Command’s Productivity Improvement Reporting process and decreased per initiative cycle time from 18 hours to 27 minutes.
Mar 2001 - Jul 2006

Assistant Vice President

Aon Management Consulting Group – Rath and Strong
  • Served as Program Manager and Master Black Belt for implementation at an environmental engineering company that realized more than $6 million from 29 projects.
  • Served as Program Manager and lead Master Black Belt for implementation at a human resources outsourcing company that realized more than $2 million from 32 projects.
  • Contributing author to Rath and Strong Leadership Handbookfor Lean Six Sigma (Process Management chapter) published by John Wiley.
  • Advised Aon Limited, (London office) on the application of statistical process control in support of John Seddon's work to implement systems thinking in the service industry.
  • Delivered lean six sigma training and mentoring to more than 950 Black and Green Belt candidates.
  • Led lean six sigma project in call center monitoring resulting in $260,000 in annual savings.
  • Developed lean six sigma training materials, including visual aids, data files, case studies, and student exercises.
Aug 2000 - Mar 2001

Senior Consultant

DA Consulting
  • Led team through development of process documentation standards for an on-going enterprise resource planning software implementation.
  • Led team to reorganize and document streamlined processes and task breakout documentation for more than one hundred processes and over six hundred task level documents.
Aug 1997 - Aug 2000

Director, Process Improvement & Organizational Development

University Health System
  • Developed a Continuous Process Improvement deployment plan that incorporated Six Sigma, Malcolm Baldrige National Quality Award criteria, and the Balanced Scorecard.
  • Led a staff of five internal consultants responsible for facilitating quality improvement.
  • Led six sigma project that decreased emergency room patient waiting time by 17% .
  • Led the system-wide assessment using Malcolm Baldrige National Quality Award criteria.
  • Developed four-day course designed to educate employees across entire health system on tools, intent, and purpose of Continuous Quality Improvement.
  • Led three-person team in the delivery of a four-day course on Continuous Process Improvement tools and methods.
Feb 1994 - Aug 1997

Quality Improvement Manager

Humana
  • Led a staff of twenty-one employees responsible for all aspects of operational support for a 450-employee customer service center.
  • Advised senior management on process improvement and problem solving techniques and managed production capability standards for manual and electronic claims processing and call center operations.
  • Led corporate initiative to decentralize responsibility for managing coverage offering across the enterprise.
  • Conducted longitudinal analysis comparing criteria used to hire new employees with success criteria. Resulted in revision of hiring criteria affecting initial salary offerings and subsequent financial savings.
  • Developed production capability standards for manual and electronic claims processing and call center operations.
  • Improved claims processing productivity by 20%.
Aug 1989 - Feb 1994

Director, Strategic Planning & Quality Improvement

US Air Force
  • Facilitated extensive Strategic Planning process resulting in a complete reorganization and change in services provided. Centralized all operations and resulted in reallocation of 30% assigned staff to other mission areas.
  • Provided training to staff on application of Total Quality Management tools and techniques with a diverse and dispersed military organization.
  • Authored process changes, piloted as a Management Engineer, into Air Force regulation, standardizing new approach Air Force wide. Upon full implementation, process cycle time was reduced 75% from baseline.
  • Developed and delivered curriculum addressing new skills required to quantify staffing requirements. Curriculum included team facilitation, negotiation, and change management.
  • Led team of three trainers providing training to Air Force management engineers world-wide.
  • Expanded training program to include delivery of training sessions to Army management analysts.
  • Provided consultative as a full time team member in support to Army pilot of reengineered approach to process improvement and staffing analysis within the military pay function.

Education

Education

Master of Arts

Webster University

Master of Business Administration

Webster University