Principal Management Engineer / Hybrid

ABOUT THE TEAM:

When you work with Henry Ford Health System (HFHS), you’re not just another employee, you are part of a community of experts dedicated to helping our patients and members and helping each other succeed. Working at Henry Ford is not just another job, it’s a way to do what you love and to be your best you! As a member of Henry Ford’s Transformation Consulting team, your primary responsibility will be to collaborate with senior leaders and drive transformative projects to deliver key, sustainable results that achieve Henry Ford Health System’s True North, differentiate HFHS in the market, and build organizational capabilities. You are a results-oriented - excellent at critical thinking, problem scoping & problem solving, communicating for impact, innovation and creativity, and growing relationships while leveraging the right resources for successful outcomes. As a Management Engineer, you embrace a philosophy of continuous learning and process improvement, and you will mentor and coach your team members.

GENERAL SUMMARY:

Under minimal supervision, the Principal Management Engineer performs project work of a complex nature across the health system. Project work may include technical analyses or may require facilitation of a large multi-disciplinary group of senior administrators and/or medical leaders from across the health system. The Principal Management Engineer applies a variety of improvement methodologies (including design thinking, agile, advanced analytics, human factors engineering, Lean) and group management techniques to support individuals and teams through improvement initiatives. The Principal Management Engineer may work individually with key stakeholders or as lead consultant of a project team. This individual may develop and teach continuous improvement training and education and works closely with other TC team members to meet education needs at all levels throughout the institution. Flexibility, innovation, and creativity are necessary characteristics of the successful candidate. Individual is expected to continuously learn and apply new continuous improvement methodologies, and to spread successful innovation through the institution.

PRINCIPLE DUTIES AND RESPONSIBILITIES:

Scoping Problems:

·         Develops a project scope document and project plan including the gathering of

·         information, estimates of resources required, estimated timeline for completion,

·         background, project objectives, description of proposed approach, deliverables, and

·         a client communication plan.

·         Identifies core processes for end-to-end focus and applies the use of the HFHS

·         Model for Improvement, incorporating the use of PI tools (Lean, six sigma, TOC,

·         etc.) when appropriate.

·         Clearly articulates value propositions and business cases to senior stakeholders

·         across departments, enterprise, or external parties.

Solving Problems:

Leads improvement initiatives using Lean, Six Sigma and other problem-solving

methods

Getting Results:

·         Leads the problem-solving process and consistently employs and customizes a

·         combination of problem-solving approaches (analytical, research, creative,

·         facilitative), frameworks, and methodologies to target problems.

·         Getting Results:

·         Leads multiple complex projects and programs through entire life cycle, including

·         complex cross-department projects; manages customer expectations and socializes

·         ideas to gain buy-in (socialization)

·         Drives implementation of critical business metrics & ongoing end-to-end process

·         reviews including:

o   Identify key processes and their indicators;

o   Establish baseline metrics;

o   Report through financial and business review process; and,

o   Develop and maximize improvement plans.

o   Provides expertise using basic change management tools and methods to ensure

·         successful and sustainable implementation of improvements.

·         Will coach & mentor team members and process owners to utilize a defined PDCA

·         process improvement methodology, incorporating PI methods that ensure the use

·         and appropriate interpretation of data for decision-making.

·         Effectively adapts to meet the changing needs of client, or project requirements

Communicating for Impact:

·         Proven storyteller with the ability to tailor communication and presentation to

·         appropriate audience (stakeholders, customers, team members) with consistent

·         format and flow for small to large system projects

·         Effective in multi-mode communications that are timely, accurate, culturally sensitive

·         and appropriately tailored to the audience and situation.

·         Conducts written and oral project updates for senior management and other leaders.

·         Provides expertise using basic change management tools and methods to ensure

·         successful and sustainable implementation of improvements.

·         Guides/coaches team and coaches-up department leaders on different leadership

·         communication approaches - provides insight and feedback on presentation style,

·         communication skills, and tailoring message by anticipating needs of others for

·         specific situations

Building Talent:

·         Actively seeks opportunities for self-improvement through self-awareness and

·         feedback.

·         Developing skills that help provide assistance and serve as a resource to

·         departments and business units in identifying, planning and implementing

·         improvement initiatives, aligned to System goals.

·         Participates and encourages team members to participate in team building activities

·         to enable innovation, communication, collaboration, and productivity.

·         Participates in/delivers training programs to expand knowledge and skills; shares

·         expertise in informal training sessions

·         Participates, when asked by leadership, in defining department talent strategy and

·         succession planning for key competencies

Growing Relationships:

·         Develops stakeholder maps for multiple complex projects; identifies decision

·         makers, influencers, and participants; ensures focus on both new and legacy

·         stakeholders relationship building

·         Able to establish trusted partnerships through credibility, reliability, connection, and

·         presence that promote current and future collaboration, issue resolution, and

·         innovation

·         Collaborates effectively with multiple levels in the organization and with external

·         parties (e.g. vendors) as needed

·         Provide expertise and tools to managers, leaders, etc. to develop and sustain

·         process improvements

Walking the Talk:

·         Incorporates HFHS Mission and citizenship behaviors into daily activities.

·         Displays a positive can-do attitude