Professional Resume

1. WAYNE M. GRAY BSIOE, MBA
22586 Bertram Drive, Novi, Michigan 48374 WGray@twmi.rr.com
(248) 613-2890
Professional Summary
 Senior health care consultant, leadership advisor, and project manager specializing in surgery program
redesign, information system implementation and optimization
 Over 20 years experience as a health care consultant implementing improvements in efficiency and quality
through process improvement and information technology
 Experience leading multidisciplinary teams of physicians, staff and consultants in governance, policy and
process redesign, software selection and system implementation / optimization
Core Competencies
 Extensive knowledge of health care operations in over 300 acute academic, community and ambulatory
environments throughout US and Canada
 Able to communicate clearly in both clinical and technical terminology and environments
 Project manager on large, complex projects involving process redesign and system implementation
 Strong track record implementing significant improvements through streamlining workflow, system analysis,
benefits planning(ROI) and measurement (outcomes metrics)
 Certified in implementing various perioperative systems; experience with Epic-OpTime, Cerner-SurgiNet, Picis-
Periop/TPA, SIS-Periop, Meditech-ORM, GE-Centricity and McKesson - Horizon Surgical Manager systems
Key Achievements
Project / Engagement Achievements and Outcomes
University of Illinois Medical Center Re-implemented Cerner SurgiNet including comprehensive procedure
Project Manager - SurgiNet file cleanse, preference card update and screen redesign.
Implemented point of care item documentation for case costing
and supply management.
Redesigned process for 23 clinics, including policy for scheduling elec-
tive and urgent cases, and maintaining procedure list/preference cards
Carle Hospital- Champaign Redesigned and implemented policies and procedures resulting
Project Manager - OpTime in improved room utilization (up 12%), on time starts (up 9%)
and schedule accuracy (up 17%).
Documented broad based user requirements and gap analysis
on Epic OpTime system features and functionality.
Managed OpTime implementation (9 months) within budget.
Implemented, audited and enhanced Hyperspace, Clarity
and custom reports.
Summit Regional Medical Center Directed team of clinical, operational and system consultants in
Engagement Director a comprehensive surgery program assessment which identified over
$2M in cost improvement and achieving $1.8M in additional revenue.
Redesigned pre-operative patient screening, patient flow and room
turnover reducing delays (by 27%) and cancelations (by 33%).
Redesigned scheduling process resulting in increased utilization (14%)
through increased schedule accuracy (12%) and on time starts (17%).
Redesigned surgical supply management system resulting in decreased
on hand inventory and reduced supply expenses.
1

2. Trillium Health Centre-Toronto Directed team of clinical, operational and system consultants in
Engagement Director a comprehensive surgery program assessment for this two hospital
system which identified over $5M in potential expense reduction.
Realized over $3M in supply and labor expense savings.
Redesigned core patient flow, preparation, supply management and
scheduling processes resulting in improved physician, staff and patient
satisfaction and reduced wait times for surgery.
University Medical Center-Tucson Directed comprehensive requirements definition / RFP and selection.
Project Manager Managed implementation of $2M surgery and anesthesia information
system on time and on budget
Professional History
Surgery Management Consulting Plymouth, Michigan 2012 to Present
Principal
 Performance improvement design and implementation, addressing governance, patient flow / process
redesign, and information management.
 Surgery system selection, implementation and optimization
Sullivan Healthcare Consulting (SHC), Inc. Ann Arbor, MI, 1997 to 2012
Vice President / Consulting Manager
 Directed comprehensive assessments and best practice (lean) program implementation engagements
including governance, case scheduling, supply chain management / instrument processing, surgical
patient care / throughput and outcomes management.
 Led projects to establish and strengthen program governance for surgery with medical staff leadership,
department management and administration
 Implemented management systems (including score cards and dashboards), developed Benefit
Realization plans including Return on Investment (ROI) and tracked results.
The MEDSTAT Group, Ann Arbor, Michigan 1996 to 1997
Director, Client Services - Public/Government Division
 Responsible for $18M division implementing customized decision support systems for public clients
 Directed teams in the scoping, work plan development and management, system installation, client
training and analytical consulting services.
ERNST & YOUNG LLP, Grand Rapids, Michigan 1983 to 1994
Senior Manager
 Directed hospital wide performance improvement and IT implementation projects for over 100 clients.
Education
Masters in Business Administration – Western Michigan University, Kalamazoo, Michigan
BS in Industrial and Operations Engineering (Health Systems) – University of Michigan, Ann Arbor, Michigan
Professional Credentials
Healthcare Information Management Systems Society. Fellow, past national committee chairperson
American College of Healthcare Executives. Fellow, (FACHE), Diplomate
Healthcare Financial Management Association. Senior member, Follmer Merit Award recipient
2