Gregory Price

Consultant and Interim Director Sterile Processing to revamp SPD leadership, processes, policies, EOC, equipment, and promote a positive proactive culture. Eliminating all immediate use. Optimized trauma processing. Over 100 projects implemented with most to completion at time position filled with full time Director for this Trauma 810 bed dual hospital system. Worked closely with Engineering, Contractors, IP, and Quality Directors to include TJC and expert subject matter consultant resources for multiple projects. Project scope included in and outlying areas of this dual hospital environment to strive for a more comprehensive compliance to regulatory standards. Mentoring for SPD leadership to use critical skills with foresight and plan for the what if to 3 levels deep fostering confidence, reliability, quality, availability towards all SPD customers. Change in culture towards the positive outcomes was achieved.

TJC compliance, Process Improvement, Team Building, Engagement, Mentoring, Education, Lean Processing, ROI Useage and Evaluation, Analytics, Productivity Enhancement, Utilization, Construction, Contracts, Budgetary including 10 years out planning, and much more...

Interim Sterile Processing Leadership and Consultant with process improvement team building engagement approach for successful outcomes with attention to regulatory requirements.

Sterile Processing Consultant bought in for evaluation, process improvement, optimize tracking system, education, implantation, and flow improvements for Sterile Processing and OR. 15 year Budget expansion planned with cost analysis and RIO information for evaluation. Improved turnover, quality, through measurable metrics. Joint Commission preparedness with multiple implementations from flow, staffing, safe guards, compliance documentation, complete elimination of Immediate Use within 2 months. Optimization of Censitrac for concise reporting on all BI, CI, Controls,& Sterilization Loads. Implementation of program to audit instrument sets for Process Improvements. Advanced tracking of sets to patient use to help with IP investigations to rule out SPD from any SSI. Acquisition of another hospital includes support for Montebello Hospital.

Evaluate and improve processes for a consistent final product that meets requirements for optimal outcomes. Improved productivity, Identified regulatory requirements not currently practiced with resolution through proven process improvement, decreased missing instruments by 29% in first 2 weeks, increased hired full time employees, reduced interim and pool prn needs from 30 to 2, implementation process improvement for quality, and reduced high volume backlog from 150 sets down day start to zero and now real time from washer to assembly status. Education to included competency validation for new employees. Corrective actions for Censitrac to be more useful in monitoring instrumentation location, quality monitoring, productivity improvement, and daily reconciled audits to produce highly accurate documentation. Trained new full time hired Manager to continue newly implemented robust PI, audits, education, competencies, in-services, safety, and protocols to meet and exceed regulatory requirements.

Interim Manager Sterile Processing brought in for vacant leadership role and train oncoming Supervisor. Task to optimize Censitrac to use as reporting tool for productivity, survey readiness, compliance monitoring, staff utilization, education, competencies, in-services, and flow optimization. First week survey yielded several opportunities for improvement with 2nd following corporate survey yielded no opportunities for improvement or change recommendations. Censitrac utilized for Corporate stats matches manual computation as end result. Multiple in-services with performance validation documentation completed. Flow and implementation of tracking instrumentation to patient case completed. Productivity improvements with staff successful to 25 percent improvement to exceed corporate stat requirements. Supervisor trained and tools provided for successful outcomes.

Interim Manager Sterile Processing brought in to fill vacant position. Task with productivity and quality Improvement which yielding over 26% increase in productivity at 99.99% accuracy overall for instrumentation in 6 weeks. Further increase in productivity of 17% over first increase, with same quality at 99.99% accuracy overall for instrumentation. Mentoring for Lead techs and technician towards Teamwork. Provided monthly individual reports to each team members for their productivity with goals to reach. Positive results of teamwork with individual accountability Improvement and feedback.

Interim Manager CSPD brought in for restructure, education, tracking program optimization, quality assurance, compliance improvements on standards of practice, and day to day operations with successful results documented and reported to Director and CEO. Mentor team and develop of processes through metrics towards quality and performance of associates including equipment with positive results. As requested, trained newly hired Manager for 3 months to monitor, report, and continue developed processes for smooth transition to permanently hired Manager. Next, provided Interim Manager need in same area for sister hospital under same corporate umbrella.

Interim CSPD Manager – Contract • Assignment involving this historic, iconic, transplant hospital in Los Angeles. Developed and implementation of critically needed, timed pressed, actively being surveyed on arrival by needs of: education, training, testing requirements, documentation, adherence to AAMI standards, CMS, TJC, County, State, and local Health Department requirements in a union staffed department. Multiple surveys in progress at this facility from above. Progressed staff rapidly to an educated team with good sound knowledge base. Successfully applied team work, ownership, and empowerment to succeed. Developed excellent documentation system in any and every area surveyors pick apart in most places under extreme surveillance (and they looked deep by State, County, Health Department, CMS, TJC, and CDC). Six month project of instrument refurbish/replacement of all instrumentation for initial service and due to aged worn instrumentation. New GUS HLD station setup/training/documentation/implementation completed first week on assignment with JC Surveyor stating “this is exactly how this is supposed to be, you been here only a week and got all this done?” JC on a re-visit inspection. Multiple surveys from local to CMS done at this facility and passed results in CSPD. A bottom level initial status of failing to the top notch excelled team is the final result in all areas. All surveyors were absolutely surprised at the change for better as most remembered the previous surveys

Clinical Operations Manager - Travel Program •        Assignment involving one of the largest academic magnet medical centers in the nation with 1,157beds, trauma one center, university, teaching, multi- facility with more than 30 centers of excellence and hospitals, managing over 80+ personnel in Sterile Processing. Enhancing education, quality, instrument turn over, process improvements, case cart build improvements, improved utilization of resources including SPM capabilities, expansion/renovations, improving survey preparedness to facilities/staff capabilities. Two other facilities added to responsibilities including a large Endoscopy facility with 50-80 per day volume – TJC survey yielded no citations or recommendations. •        Short same day notice for CMS survey preparedness at another contracted facility in the area by requestfor active visit which resulted is no infractions or suggestions from surveyor. •        Management role for immediate fulfillment request by contracted facility for short duration while rolewaiting to be filled. •        Additional successful Joint Commission survey of two major university hospital facilities with noinfractions or recommendations. Additional assignment for Corporate Off-site Reprocessing Center planning, implementation and startupto support regional area hospitals

Day to day operation with focus on process improvement, quality, turnover, survey readiness at all times, trianing staff/leadership and mentorship.