Gagan Rajpal

Director of Quality and Continuous Improvement

Cleveland Clinic

Jan 2022 - Current (4 years 6 months)

Direct, lead, and monitor the development and implementation of overall quality management system in multi-site Pathology & Laboratory Medicine Institute (PLMI) at Cleveland Clinic. Foster a continuous process improvement culture in PLMI in collaboration with PLMI leadership and other stakeholders. • Program Development: Championing the design, execution, assessment, and sustainability of a comprehensive total quality management (TQM) system to attain objectives related to quality, safety, and patient satisfaction • Strategy Development/Annual Planning: Facilitating annual planning cycle to align and establish Objectives and Key Results (OKRs) of PLMI with CCHS priorities • Aligning Priorities: Identifying gaps in visualizing the PLMI pe

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Service Branch Director

Milford Regional Medical Center

Apr 2020 - May 2021 (1 year 2 months)

Reported directly to Executive Vice President & COO (Incident Commander), supervised day-to-day operations of departments of Materials Management & Purchasing, Dietary, Environmental Services and Revenue Cycle. • Inventory Management: Developed a mathematical predictive model for inventory management to help Senior Leadership make informed decisions • Improving Communication: Lead Daily Inventory Management team huddle to address hospital wide inventory concerns bringing those to the incident command and providing solutions in 12 hours or less • COVID-19 Community Vaccine Clinic: Collaborated with heads of Human Resources, Nursing, Pharmacy, IT, Facilities and Volunteer Services to design and implement an efficient patient flow to registe

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Director of Revenue Cycle Operations

Milford Regional Medical Center

Nov 2019 - Nov 2021 (2 years 1 month)

Directed daily operations & managed budget of Patient Financial Systems and Patient Access departments. Practicing and coaching Lean/OE methodologies to make improvements. Reported directly to the Executive Vice President and CFO. • Streamlining Operations: Identified “at risk”, spearheaded and resolved issues to ensure on time implementation of new EMR system by aligning the processes in Patient Financial Systems and Patient Registration • Eliminating Waste: Transformed online bill payment portal improving patient satisfaction and cash flow, decreasing lead time to cash posting by 25% • Improving Patient/Customer Satisfaction: Implemented same day scheduled lab order interface from Epic to Meditech, reducing the call volume by 36% and

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Director of Revenue Cycle (Lean/ Operational Excellence)

Signature Healthcare MA

Oct 2016 - Sep 2019 (3 years)

Provided leadership and coordinated efforts of the department to achieve strategic goals and to improve patient/customer experience. Developed and approved hospital policies and procedures. Collaborated and coordinated efforts to improve inter and intra-departmental processes and work flows. Coached team members on Lean/OE system, tools & principles, to make improvements and achieve results as it relates to strategy and patient experience Department of Patient Access • Increased staff capacity and reduced median time to register by 50% and improving quality of registration (reducing denials, duplicate medical records) by 80% • Collaborated with ED physician and nursing to introduce an improved workflow to register the patients further crea

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Lean/Operational Excellence Specialist

Signature Healthcare MA

Jun 2013 - Sep 2016 (3 years 4 months)

Coached department leaders and staff members in adoption of Lean/OpEx system, tools & principles across organization (Finance, Emergency Department, Inpatient, Nursing, Physicians, Specialty practices, Managed Care, Clinical and non-clinical staff) to improve patient experience. Some of the responsibilities included but not limited to: • Lean/OpEx Coach • Change Management • Strategy Development • 3P (Production Preparation Process) • Value Stream Coach (Special Projects Lead)

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Consultant, Lean Management

East Tennessee Childrens Hospital

May 2010 - Dec 2011 (1 year 8 months)

• Designed Lean pharmacy by analyzing layout & flow saving over $200K /yr • Modified resource allocation & leveling incoming patient flow thus reducing wait time by more than 60% • Implemented multifunctional staffing model after assessment of patient flow & reduced wait time in radiology department • Set up performance metrics and evaluated surgery department • Created current and future state maps for departments • Lead ‘5S & Kaizen Events’ and ‘Setup Reduction’ in different departments

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Team Lead, Consulting Projects

Department of Industrial Systems Engineering

Jun 2008 - May 2013 (5 years)

Department of Industrial & Systems Engineering at University of Tennessee, Knoxville (UTK) regularly collaborated with universities and local business to improve processes/workflows by utilizing Lean and Operational excellence tools and principles. • Sea Ray Boats, TN – Reduced transportation cost of international shipments. • Custodial Services, UTK – Reduced operating cost, improved quality of housekeeping (estimated savings $750K) • International Student Admissions, UTK – Reduced lead time to respond to international applications by 90% • Student Mailing and Notification System, UTK – Applied “Lean & Green” principles to implement paperless system that saved >$85K & 30 trees /yr • Brunswick, TN – Conducted Lean assessment of assembly

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SAP Consultant

Assist Software Consultants

Mar 2007 - Sep 2007 (7 months)

Research Assistant

The University of Tennessee

Jan 2005 - Jan 2007 (2 years 1 month)

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