Sue Kaiden has over 20 years management experience in a wide range of health care settings. Ms. Kaiden has worked with hospitals, health systems and home health agencies to improve quality and patient satisfaction while reducing costs. She founded Kaiden Healthcare Management to help health care and non-profit organizations improve the quality and efficiency of services to better meet customer needs.

Prior to launching her consulting firm, Ms. Kaiden was Director for Main Line Health and Bryn Mawr Hospital, focused on process improvement, patient satisfaction and new business development. She was the founding Executive Director of the Vermont Program for Quality in Health Care, a collaborative effort of hospitals, physicians, payers and consumers to improve quality and reduce the cost of care in the state of Vermont. In that capacity, Sue was a pioneer applying industrial continuous improvement techniques in the health care sector.

Now, as a Six Sigma Black Belt, Ms. Kaiden is helping hospitals and health care organizations adapt Lean Six Sigma tools into the health care setting.

Credentials:

• MBA      Cornell University, Johnson Graduate School of Management
  Sloan Program in Health Care Administration
• BS         Miami University, Oxford, OH
• American Society for Quality Certified Six Sigma Black Belt
• Board of Examiners, Keystone Alliance for Performance Excellence

Sample Projects:

• Provided consulting and facilitation support to hospital improvement projects in patient registration, ED wait time and OR turnaround projects
• Developed and provided training programs on process improvement methods
• Strategic planning process for $ 1 million non-profit organization
• Developed business plan for non-profit organization linking action steps and measurements to key strategic objectives
• Facilitated creation of new non-profit organization, working with diverse board
• Wrote successful Robert Wood Johnson grants for $2.5 million
• Wrote successful proposals for over $ 1.5 million in funding for non-profit agency
• Facilitated board retreat for non-profit association resulting in horizontal integration of 16 agencies
• Improved inpatient satisfaction from 60th percentile to over the 90th percentile
• Developed service excellence standards for hospital with team of front line staff
• Evaluation and selection process for state-wide standard patient satisfaction survey for home health care organizations
• Increased use and reduced time to administer thrombolytics in emergency room
• Facilitated hospital collaborative project on C-Section rates
• Reduced temporary nursing staff budget by 50% by establishing float pool
• Developed business plans for Comprehensive Breast Center and Outpatient Radiology Center
• Feasibility study for ambulatory care center in secondary hospital service area
• Conducted research on collaboration between public health and managed care organizations