Justin Sherman

Current

Performance Improvement Manager at Austin Medical Center

Past

Lean Facilitator at Lake City Medical Center
Quality Manager at CEVA Logistics
Logistics Manager at Dedicated Transport, LLC

Account Manager at JB Hunt

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Education

The Ohio State University
The Ohio State University
The Ohio State University

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Recommended

1 person has recommended Justin

Connections

129 connections

Industry

Hospital & Health Care

Justin Sherman’s Summary

I have been a part of the team at the Austin Medical Center, part of Mayo Health System for over a year now. During 2008 great strides were taken in LEAN training with staff, beginning to redesign our lab using LEAN principles, a mammography VSM, amongst many successes.

In 2008 I made some new networking connections as I became a member of:
-Mayo Health System Patient Safety Committee
-Mayo Health System Quality Management Team
-Mayo Health System Quality Director's

In 2009 we have some ambitious goals in regards to leadership training, further staff LEAN training that should help us in this treacherous economic environment, and implementing some new IHI related initiatives.

Previously I worked in process engineering and quality management at Lake City Medical Center, part of the Mayo Clinic Health System. There I worked to secure a grant from Minnesota Job Skills Partnership, MJSP, for $340,000 to implement a LEAN health care training program at the hospital. The grant was a partnership between SE Tech, Riverland College and Lake City Medical Center. The training began in April 2007 and will last 3 years. All staff were touched by this training; this was more than 500 employees.

In addition I have previous experience with successfully managing all aspects of transportation; including implementing automated dispatching; selecting loads, managing drivers and training staff; developing and managing the account forecasts and budget; establishing and monitoring productivity goals; and leading teams on key account improvements.

I have designed layouts, organizational processes, and procedures for successful on time deliveries and most recently for patient care. I daily use proven leadership skills gained from managing large accounts, as well as increasing and managing multi-million dollar budgets.

Justin Sherman’s Specialties:

Supply chain proffessional with background in areas of transportation and currently medical process improvement.

• Project Management
• Quality & Risk Management
• Organizational Transformation & Change Management
• Benchmarks and Performance Metrics definition
• Organizational Training
• Knowledge Management
• Best Practices Development

Justin Sherman’s Experience

Performance Improvement Manager

Austin Medical Center

(Privately Held; 501-1000 employees; Hospital & Health Care industry)

December 2007 — Present (1 year 8 months)

- Facilitate improvements in operating performance and competitive
positioning through fundamental rethinking and redesign of the core
process.
- Serves as primary link to the process Improvement teams and
natural working groups and implementation teams.
- Enable key stakeholders' participation and acceptance of change efforts.
- Excellent understanding of total quality management, business process design, information technology and change management.
Lean Facilitator

Lake City Medical Center

(Privately Held; 201-500 employees; Hospital & Health Care industry)

June 2006 — December 2007 (1 year 7 months)

•Responsible for lean and process engineering training for all levels of staff.
•Took primary role in developing curriculum for the Minnesota Job Skills Partnership (MJSP) grant that awarded $342,000 to Lake City Medical Center on November 6, 2006.
•Will train over 500 employees at 5 locations during the 3 year grant
•Redesigned outpatient physical therapy schedule allowing for a 19%, or approximately a $71,000 increase in billed charges
•Provider scheduling pilot project realized a 15.4% increase in RVU’s, approximately $47,000 annualized increase in billed charges
•Guided staff by facilitating team training in areas such as kaizen, 5S, VSM, root cause, 5-why’s, control plans, process mapping, and auditing.
•Worked with direct patient care personnel as well as hospital business operations staff to improve processes directly affecting the patient and elevate staff job satisfaction.
•Took lead role in creating standardized work instructions for the medical center.
Quality Manager

CEVA Logistics

(Public Company; 10,001 or more employees; TP; Transportation/Trucking/Railroad industry)

August 2005 — May 2006 (10 months)

•Responsible for all levels of ISO 9001:2000, 14001:2000 and 18001:2000 quality control and quality assurance.
•Certified in QOS management philosophy by OMNEX Inc., for strategic impact of ISO 9000 requirements
•Lead teams in kaizen, 5S, Lean, corrective action, root cause, 5-why’s, 8D, FMEA, control plans, process mapping, auditing, etc.
•Worked directly with the production and shipping departments; consisting of a 110+ UAW Union employees.
•Took lead role in standardizing 85% of procedures among multiple TNT contracts across the entire central region.
•Responsible for the direction of three TNT warehouse locations; oversight included sequencing parts, metering parts and transportation to the Ford Motor Company in Avon Lake, OH.
•Wrote all operation, quality, and safety procedures used by the facility to ensure efficient operations.
Logistics Manager

Dedicated Transport, LLC

(Privately Held; 51-200 employees; Transportation/Trucking/Railroad industry)

January 2005 — August 2005 (8 months)

•Held the position of onsite manager for the Wausau Paper dedicated fleet of local and regional drivers based at the distribution center in Harrodsburg, KY.
•Directed the successful start up of the 15 tractor account in March 2005; turnover of only 5.8%
•The account is the second largest fleet in the company at $3M in annual revenues; growth potential exceeded expectations for the 2005 calendar year.
•Managed the account to operate effectively within the operating budget; exceeding revenue and profit expectations every month.
•Oversaw daily comprehensive safety program for the account and drivers to ensure a safety culture within every employee.
Account Manager

JB Hunt

(Public Company; 10,001 or more employees; JBHT; Transportation/Trucking/Railroad industry)

October 2003 — December 2004 (1 year 3 months)

•Served as an Account Manager for a dedicated fleet of local and regional drivers based in Glenwillow, OH.
•Increased profit by more than $813,000 over previous year, the highest profit per truck in the region, one of top 20 in the company.
•Generated nearly $754,000 of revenue by increasing the back haul mix of the account
•Used logistics planning and sales skills to grow the fleet from 4 trucks to 34 in just ten months.
•Became the first account in the region to bring on owner operators, increasing profitability further by 14% for every mile the owner operators drove vs. company drivers.
•Developed operating budget for the account based on detailed forecasts, operated effectively within budget, and exceeded revenue and profit expectations.
•Directed successful start-up of a new seven-truck cross-country replenishment fleet.
•Lowest driver turnover, accident expenditure and maintenance costs in the region, while simultaneously growing to the largest fleet in that same region.