Richard Linderman is a healthcare operations consultant with over 30 years of experience improving hospital performance. He has worked with multiple hospital systems and health organizations to enhance productivity, reduce costs, and increase revenue. Some of his responsibilities have included performing operational audits, developing labor budgets, implementing labor management tools, and leading process improvement initiatives.

1. RICHARD J. LINDERMAN, MBA
44 Parkshire Place Court
Dardenne Prairie, MO 63368
H: 636-265-0343 C: 314-488-0512
Shipalumni@Yahoo.com
http://www.linkedin.com/in/richlindermanconsultant
PROFESSONAL SUMMARY
Results-oriented, healthcare operations consultant with thirty years of increased
responsibility in hospital and health systems. Works with managers and hospital administrators
and department management. Performed ROI, operational process improvement, productivity
and revenue enhancement projects while reporting to both hospital and system executive
management. Extensive PC use for spreadsheet, report generation, management information,
flow charting, etc. Excellent data collection, analysis and project management skills. Instructs
and coaches managers/directors in productivity management (Certified DDI Learning Systems
Facilitator). Assignments have included:
• Healthcare: Faith-based, single & multi-hospital systems, investor owned &
not-for-profit
• Bank/Financial institution operations
• Manufacturing work flow and operations
• Lean and Six Sigma
PROFESSIONAL EXPERIENCE
TENET HEALTHCARE, Dallas, TX 2011 – Present
Senior Operations Consultant
Performs hospital operation audits, completed EBDITA improvement opportunities in hospitals
(over $15,000,000), assists developing labor budgets, led premium pay reduction Initiatives.
Utilizes position control and labor management tools to evaluate hospital performance to budget
and make staffing recommendations. Led hospital-based process improvement/productivity
projects. Has been Interim Regional Labor Leader in Northeast, Southern States and Arizona.
Lead PMI representative in Tenet System-wide Productivity Training rollout in 58 hospitals.
RJL ASSOCIATES, Dardenne Prairie (St. Louis), MO 3/2010 –
4/2011
Principal / Chief Operating Officer
Independent healthcare management consultant working with client hospital executive
leadership and managers to improve hospital operating performance, labor productivity,
profitability and reduce length of stays.
SISTER’S OF MERCY HEALTH SYSTEM, Chesterfield, MO 8/2003 – 3/2010
Senior Health System Operations Consultant
Created and implemented daily labor productivity reporting across Sister’s of Mercy Health
System. Direct working relationship with hospital executive teams in the creation of labor
budgets and productivity targets. Created all training tools/materials and instructed all
management levels in the use of the system. Productivity improvements ranged between 5 – 10
% per hospital.
.
• Standardized labor usage monitoring to control labor costs ($10,000,000 in savings).

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• Trained Hospital Executive Teams and department managers to use Daily Labor Productivity
reporting capabilities to manage labor resources and meet hospital financial targets.
• Created Mercy Productivity Management Guide to assist hospital managers in
understanding labor utilization, staffing, etc. to improve services, outcomes and reduce
operating costs.
• Monitored labor and report labor productivity reporting across Mercy Health System
HCA, INC., Palm Harbor, FL 8/2000 – 7/2003
Division Director of Management Engineering
Implemented, maintained and audited the computerized daily Productivity Labor Utilization
System (PLUS) at 15 West Florida Division HCA Hospitals resulting in standardization of
monitoring labor usage and controlling labor costs. Trained hospital-based PLUS System users
in system set-up and maintenance, trained all hospital managers in system’s functions and
report capabilities.
• Implemented uniform departmental labor standards at fifteen hospitals resulting in improved
labor productivity, reduced labor expenses, reporting and analysis.
• Instructed all managers/directors in labor productivity management classes to use the PLUS
system and enhance understanding of managing labor resources and hospital financial
targets.
• Performed labor utilization and process flow analysis in Nursing, Radiology, Emergency
Services and Medical Records resulting in improved services, outcomes and reduced
operating costs.
• Implemented computerized position control system and instructed managers at fifteen
hospitals.
• Represented the West FL Division on the HCA Corporate Standardization Committee which
produced consistent departmental definitions and units of service (volumes) counting
methods
PREMIER, INCORPORATED, Tampa, FL 1/1994 – 7/2000
Manager / Associate
Directed hospital-based Management Engineering programs at three multi-hospital health
systems. Activities included: annual service plans, management presentations, project
documentation, and all facets of staff management. Day-to-day activities encompassed
participation on continuous process improvement teams and management of daily labor
productivity system. Projects include: Company staffing plans, centralized HIM transcription,
pediatric specialty practice, time and attendance system site location, position control process,
pre-admission testing, and employee education.
• Documented (hard dollar) savings exceeded $4,000,000.
• Promoted to Manager / Associate July,1997.
• Participated in consolidations / mergers including organization development and
consolidation committee resulting in new health system organization and decreased
operating expenses.
THE READING HOSPITAL MEDICAL CENTER, Reading, PA 5/1990 – 1/1994
Senior Management Engineer
Managed in-house consulting projects, developed project deadlines and schedules

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(636) 265-0343
• Evaluated hospital operations to improve customer service, employee and facility utilization.
• Designed departmental management reporting systems to reduce manager’s time
requirements and improved accuracy.
• Produced hard dollar savings exceeding $1MM. Hospital-wide projects resulting in FTE,
overtime and expense reductions, improved patient throughput, reduced patient waiting
times. Radiology increased capacity by 12% with current staff by improved scheduling of
both patients and staff.
MERIDIAN BANCORP, Reading, PA 6/1988 – 5/1990
Senior Consulting Analyst / Financial Officer
Managed internal consulting project staff, developed project deadlines and schedules.
Performed employee/machine/equipment utilization studies, cost justification analyses, and
assisted with department consolidations.
• Designed departmental management reporting systems reducing manager time
requirements
EXTERNAL MANAGEMENT CONSULTING EXPERIENCE 1985 – 1988
BYRNE MANAGEMENT CORPORATION, Medford, NJ, Assistant Project Manager / Management
Consultant; INTEGRATED CONTROLS SYSTEMS (IMPAC), Litchfield, CT, Project and Lead
Project Engineer
EDUCATION
MBA in Operations Management, Eastern College (Now Eastern University), St. David’s, PA
BA in American Government, Shippensburg University, Shippensburg, PA
SELECTED PUBLICATIONS
Best Practices Series - Healthcare Information Systems (Text Book) Auerbach Publishers
(1999), Authored Chapter on “Determining the Total Cost of an I/S System”
For the Record, July 15, 1996, “Reengineering Transcription Services”
Proceedings of the 1996 Annual HIMSS Conference, March 1996, “Reengineering Transcription
Services to Reduce Costs and Improve Service Quality.”
Society for Health Systems, Fall, 1992, “Allocating Nursing Resources - Patient Classification.”
TEACHING EXPERIENCE:
Reading Area Community College, Reading, PA (1989-1993) Adjunct Faculty Position
Courses instructed: Microeconomic Theory; Economics for Bankers (Macroeconomics); Financial
Statement Analysis; Introduction to Business Management.
PROFESSIONAL MEMBERSHIPS & OFFICES
Healthcare Information Management Systems Society (HIMSS)
HIMSS Management Engineering Special Interest Group Chair 2002 & 2003
Central Florida HIMSS -Board Member (1996 - 2002), Chapter President (1997)

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(636) 265-0343
Management Engineering Chair for the 1999 HIMSS Annual Conference Committee
Management Engineering Advisory Council (1997 & 1998), Chairperson for 1999
Institute of Industrial Engineers - Society for Health Systems Board of Directors 2003-2005
SELECTED PROFESSIONAL PRESENTATIONS
Institute of Industrial Engineers Society for Health System’s, 1999 (Washington, DC) Design &
Implementation of a Daily Productivity Hospital Management System”
HIMSS Conference, 1998 & 2001 “Introduction to Management Engineering”
Presented at the Canadian Consulate General’s 1998 HIMSS Reception (Orlando, FL) “The Use
of Comparative Data in Managing Hospital Business Units”