Julie Doppler

• Defined plans and executed engagements across support service areas to understand current processes and define future needs to transform logistics of resources to support care areas in Rochester
• Created large scale program plans for Change Management and Agile implementations
• Collaborated with leaders and staff in planning work across strategic partnerships by identifying department / division needs from strategic planning through execution
• Led multiple teams of Health Systems Engineers / Management Consultants: scoping work and tracking deliverables on large initiatives
• Led multi-disciplinary teams and managed multi-faceted projects across all campus locations with various subcomponent and high levels of ambiguity
• Mentored and provided direction and support for colleagues with identification, recommendation, and implementation of transformational solutions for departments, sites, and shields
• Utilized operations research methods, created staffing models, organizational structures, workflow and throughput and digital interventions
• Execution and management of multiple client engagements through evaluation, improvement, and optimization efforts, including identification and prioritization of work in alignment with strategic direction
• Execution of urgent COVID care needs including set up of contract tracing, planning for care area transitions to dynamic standards, transition of COVID Frontline Care Team’s management to Primary Care teams and other urgent needs
• Managed space and utilization assessments, tool creation, future state space planning, transitions of business areas and process changes, change management needs for large full practice changes, strategic planning and coordinating of large-scale integration efforts
• Experience with assessment of business partnerships and rebuilding relationships
• Led and implemented various continuous improvement and Lean efforts including training, skill building of teams, implementation of changes and transition to operational owner to sustain change
• Key lead in standardization, integration, and review of business consolidation opportunities within practice and business areas
• Change Management Lead across Mayo Clinic Health Systems and Arizona for large scale EHR implementation.

· Collaborated with leaders and staff in planning work across strategic partnerships by identifying department / division needs through the development of strategic plans through execution.

· Led & managed multi-faceted projects with various subcomponent & high levels of ambiguity.

· Mentored & provided direction and support for colleagues with identification, recommendation, and implementation of transformational solutions for departments, sites and shields. Utilized operations research methods, created staffing models, organizational structures, workflow and throughput and digital interventions.

· Execution and management of Gastroenterology and Hepatology (GIH) client engagements including: space assessment, utilization and future state space planning, physician scheduling improvement project to reduce rework and improve satisfaction, Pancreas and Esophageal clinical care team coordination assessments, Inbasket management processing and reporting, High Level Disinfectant processing evaluation and space remodel, simulation modeling of Procedural Spaces to improve staff and space management, SMC procedural area workflow and pre-post space move, creation of personnel utilization evaluation and scheduling tools, creation of room utilization tools and assessment, etc.

· Execution of urgent COVID care needs including: COVID multi-site Occupational Health Management contact tracing process overhaul to reduce process time from days to hours, collaborated with a physician partner to lead the transition of COVID Frontline Care Team’s management to Primary Care teams, COVID STAR GI procedural ramp-up simulation modeling to efficiently manage practice changes.

· Current assignment includes leading Bold. Forward. Unbound. In Rochester Change Agile Team including implementation of Agile ways of working across the team and initiative Change Management needs, as well as other support needs as assigned.

• Streamlined internal workflows by automating manual tasks, leading to reduced errors and increased efficiency.
• Implemented data-driven decision-making processes to enhance overall business performance and profitability.

· Key projects and efforts include: Northfield Hospital and Clinic partnership assessment and support of evaluation of strategic direction and future collaboration planning, MCHS emerging market assessment and Health Spot trial of remote services, Office of Population Health Management Operations and organizational structure assessment, Plummer Project Change Management Lead for MCHS and Arizona, OBGYN PC02 (Primary c-section rate reduction) Quality Reporting (Led leadership team through silver project and Leadership Prescription course), Department of Laboratory Medicine and Pathology and Community Laboratory Medicine and Pathology test order consolidation, Austin / Albert Lea planning for optimization efforts

· Coordinated and managed projects with Mayo Clinic Health Systems (MCHS) leadership. Lead projects involving employee schedule optimization, MCHS standardization, integration, and review of business consolidation opportunities, MCHS IP Computer Provider Order Entry (CPOE) process creation/ standardization, etc.

· Mayo Health System (MHS) 5010 system implementation this included coordination across locations with separate governing bodies, Midwest practice integration, Development and implementation of tele-medicine within Mayo Post-Acute Care (MPAC) locations, Implementation and development of working relationships within Community Lab Medicine Specialty Council (MCHS and RST), creation of the Patient Financial Services workforce forecasting tool, planned and executed EMR satisfaction survey to evaluation Cerner post implementation, developed MCHS standardized new physician hiring process, performed feasibility study of merging Ericson’s Hair and Skin Care Center with Mayo Clinic Mastectomy Store

• Responsible for education and training of Lean, Six Sigma and other improvement methods, facilitation of continuous improvement efforts, cost reduction, and support of Department of Laboratory Medicine and Pathology optimization projects
• Collaboration and prioritization of work with Operations Managers, Administrators and Medical Directors to maintain alignment with strategic direction
• Observe processes and work directly with the individuals in the work areas to support their optimization needs
• Identified opportunities to simplify processes and improve efficiencies
• Faculty member and speaker at MML Lean conferences and client visits
• Various process improvement including the trial of remote management equipment, Emergency Granulocyte process time reduction, Creation of divisional project prioritization process including assessment of strategic alignment, equipment evaluations, FTE utilization assessments, Standard Operating Procedure simplification and standardization, workflow simplification and improvement processes in various laboratory settings, patient care areas and Operating Room settings
• Set-up Par-Ex materials management in multiple laboratory areas as well as various other projects and education material creation.
• Collaborated with executive team to define business requirements and goals for various initiatives including: Blood Ordering And Reconciliation process improvement including the trial of remote management equipment, Emergency Granulocyte process time reduction, Creation of divisional project prioritization process including assessment of strategic alignment, equipment evaluations, FTE utilization assessments, Standard Operating Procedure simplification and standardization , Workflow simplification and improvement processes in Donor Services, Tissue Typing, Component Laboratories, Therapeutic Apheresis Centers, Autotransfusion services in Surgical Areas, Transfusion Services, Human Cell Therapy and other support areas, Set-up Par-Ex materials management in multiple laboratory areas as well as various other projects and education material creation

• Responsible for continuous improvement, cost reduction, routing maintenance, new product introduction quotes and releases, process changes, leading Lean process improvements, process instruction development and maintenance as well as training on Quality Systems software
• Led relocation and set-up of manufacturing and assembly operations and processes from Ohio and Florida facilities to Minnesota location.
• Supervisor of Gauge Control and Tool Crib
• Led facilities personnel, contractors and managed $8M budget to reorganize and update facilities for 300,000+ sq ft manufacturing facility restructuring project. Performed planning, project management, staff change management, capital justification, identification of specification requirements, bidding and coordination of contractors.