menu
Join a Panel

Ben Carpenetti, FACHE, FHIMSS, MBA, LSSMBB

Lean 6 Sigma Master Black Belt Healthcare

Awards earned

0

0

0

Level:

12 month points:

Total points:

Member
64
64
See More
  • Focus

    Contributions are valued by peers

  • Accountability

    Thoroughly contributes in all areas

  • Sense of Urgency

    Consistently responds in a timely fashion

  • Team

    Frequently supports and responds to peers

Skill demonstrated on Convet.it

Lean Healthcare
Hospitals
Healthcare
Six Sigma
Root Cause Analysis
Data Collection
Healthcare Management
Hospital Operations
Performance Improvement
Nursing
Quality Management
Process Improvement
Operations Management
Strategic Planning
Financial Management
Patient Satisfaction
Pareto Analysis
Revenue Cycle
ANOVA
Linear Regression
Operational Efficiency
Healthcare Consulting
Priority Setting
Complexity Reduction
Change Management
Cross-functional Team Leadership
Managerial Finance
Management
Leadership
Employment Law
Budgets
Prioritize Workload
Entrepreneurship
Facilities Management
Business Process
Training
Strategy
CO-PA
Coaching
Healthcare Information Technology
Schedules
Assembly Lines
Medicare
Data Analysis
Performance Management
EMR
Medicaid
Executive Management
EHR
JCAHO
menu Summary

Expertise has resulted in the reduction of $343.5m in expenses for 103 hospitals from sea to shining sea in the United States of America.

• Implemented LaborLytics Productivity system in 25 hospitals. Improved efficiency by 4.4%, even with a 3% decrease in admissions. Improvement of 619 FTE’s without a single lay off, impact of $39.4m labor cost elimination

• Coached 101 Day Lean 6 sigma workout at small hospital and implemented 172 process changes, impact of $1.1m cost elimination and net revenue increase.

• Developed & implemented productivity management strategic plan and reduced SW&B as a % of Net Revenue by 6.7% from 51.6% to 44.9%, impact of $56.5m

• Lean Implementation - Improved staff, physician and patient satisfaction, resulted in 175 process changes and $1,022,000

• Eradicated $5.1m of process waste in Philadelphia

• Purged $10.7m by establishing credible productivity system and holding managers accountable in TN

• Removed $1.4 million & 36 FTE’s from the Medical Information Call Center, Admitting & Registration, Center for Health OP Registration, and Out Patient Clinic departments in Peoria, IL



Management loves me because I am effective without disrupting operations and planned results achieved

People like working with me because of my positive upbeat attitude, ideas, knowledge and experience

People always thank me for solving problems, being open, and listening to issues.
*********
Key word: Hospital, Clinic, Home Health, Quint Studer® Patient Satisfaction, Solucient Benchmarks, Premier’s Operations Outlook® Productivity, cost reductions, McKesson ANSOS One-Staff™ Staff Management & Nursing, LaborLytics Labor Management & Produtivity, PLUS HCA's Produtivity System, KRONOS’s Visionware® Productivity System, Lean Six Sigma strategic initiatives, Root Cause Analysis, Flow Diagrams, Cause-and-Effect Diagrams, FEMA Failure Mode Effects Analysis, Brainstorming, Pareto & Scatter Diagrams, Histograms, Box Plots, Data Collection, Mistake Proofing

work Experience

Chief Executive Officer

Carpenetti & Associates

February 1985 - Present

Looking for an Opportunity to help hospitals eliminate non-value activities and improve service and patient care.

• Willing to travel 75%, expertise has resulted in the reduction of millions of dollars in operating expenses for hospitals from Vermont to L.A. and from Portland to Miami

• Demonstrated executive level interpersonal and communication skills in selling and providing independent consulting services to some of the nation’s top for-profits and faith-based organizations, small community hospitals, large academic medical centers and children’s hospitals

• Extensive experience, 20+ years, in hospital operations management, strategic planning and hospital relationship management, with a proven ability to deliver fast, significant and sustainable bottom-line results

• Broad knowledge of health care financial management, industry trends, and reform and can translate that information into strategies that add value and improve operations

• Performance improvement experience using Lean 6 Sigma.

Senior Director Process Improvement & Productivity Management

LifePoint Health

February 2015 - Present

Reporting to Eastern Group President and managed two remote regional directors.

Responsible for the management of $796 million in Salary Wages & Benefits (SW&B) or 13,592 FTE’s by approving or declining all requests to recruit replacements and new positions.

• Implemented LaborLytics Productivity system in the 25 Eastern Group Hospitals in 2016.
o Improved efficiency by 4.4% in 22 of the same store hospitals, even with a 3% decrease in admissions from 2015 to 2016.
o Productivity improvement of 619 FTE’s
o Impact of $39.4 million labor cost elimination

• Coached 101 Day Lean 6 sigma workout at small 15 average daily census hospital
o Implemented 172 process changes within the 101 days
 Impact of $1.1 million cost elimination and net revenue increase

Collaborates with the Eastern Group leadership to define, develop and deploy strategies for LifePoint Health Operations Performance Improvement Process.

Responsible for developing within the Eastern Group’s overall approach to efficiency improvement, the processes, tools and resources capable of driving sustainable improvement in the flow, utilization and efficiency of LifePoint’s services and staff.

Responsible for completing Performance Improvement engagements as well as maintain oversight and approval of all productivity management plans and benchmarks for the Eastern Group's hospitals.

Provides leadership to ensure the operational efficiency improvement strategies are successfully executed at the local level.

Work directly with group leaders to develop new processes, programs and solutions that are in alignment with LifePoint's goals and values.

Accountable for defined performance improvement goals including labor management, patient flow and satisfaction, along with targeted PI engagements to meet the needs of the hospitals.

Leads the execution of performance improvement and labor management standards and processes


Domains of experience:

Lean Healthcare
Hospitals
Healthcare
Six Sigma
Root Cause Analysis
Data Collection
Healthcare Management
Hospital Operations
Performance Improvement
Nursing
Quality Management
Process Improvement
Operations Management
Strategic Planning
Financial Management
Patient Satisfaction
Pareto Analysis
Revenue Cycle
ANOVA
Linear Regression
Operational Efficiency
Healthcare Consulting
Priority Setting
Complexity Reduction
Change Management
Cross-functional Team Leadership
Managerial Finance
Management
Leadership
Employment Law
Budgets
Prioritize Workload
Entrepreneurship
Facilities Management
Business Process
Training
Strategy
CO-PA
Coaching
Healthcare Information Technology
Schedules
Assembly Lines
Medicare
Data Analysis
Performance Management
EMR
Medicaid
Executive Management
EHR
JCAHO
stars Convetit Experience
No convetit experience yet.