Joseph Figliomeni

A highly ethical, results driven leader, with over 15 years of experience in continuous improvement, change management, and project management. Using PDSA, Lean, and Six Sigma to facilitate process, product, and client service improvements in the public and private sectors. A system thinker able to clearly define problems for stakeholders and facilitate rigorous analysis to design practical and innovative solutions. Invokes positivity, trust, drive, loyalty, confidence, and success through coaching to produce highly motivated, high performing teams. Detail-oriented team player with strong organizational skills. Ability to handle multiple projects simultaneously with a high degree of accuracy.

• Established a hiring framework, recruiting employees for long term growth, ensuring development plans are put into place and staff are given an opportunity to grow within the Foundation
• To date, 4 hires have moved onto more senior roles within the Foundation
• Developed a culture of continuous improvement by coaching team through various continuous improvement projects
• Each team member delivering on 2 improvements per year
• Led a team that received an Overall Satisfaction rating of 83% through Foundation wide survey
• Implemented the Foundation’s first Net Promoter Score survey
• Director of Quality, Central local health integration network (CLHIN) – 2017 to 2019
• Led improvements for the region’s health care system through oversight and direction of the Quality, Project Management and Education portfolios
• Process Improvement
• Provided leadership and Lean coaching on wait time improvement initiatives, resulting in 2,000 more patients receiving services within target
• Gathered data from front line staff to identify current state and root causes of issues aligning all stakeholders to common goals and a sustainable future state
• Implemented a standardized education approval process, improving turnaround times by 25%
• To handle an unsustainable high volume of e-learning development requests, built concrete approval criteria that enabled better assessment of urgency, need, timing, prioritization, and scheduling
• Developed new performance reports, project status reports, and risk logs for discussion at Board committees
• Designed a simple process and easy to use templates to solicit feedback from process owners allowing for accurate reporting on a quarterly basis
• Project Management
• Led the development and implementation of the organizational Quality Improvement Plan
• Obtained feedback through different stakeholders to develop concrete improvement ideas
• Established a reporting system to ensure timely implementation of improvements
• Led the implementation and analysis of the patient satisfaction survey, resulting in an overall satisfaction of 80%
• Facilitated improvements to patient overall satisfaction through analysis and correlation of results
• Leadership
• Lead a high performing “dream team”, who are known for getting things done
• Motivate and inspire 13 team members using a coaching mindset that encourages growth, autonomy, inclusion, and collaboration
• Three members were noted for exemplary achievement
• Senior Manager, Quality and Organizational Development - 2013 to 2017
• Held this role with the Central Community Care Access Centre (CCAC), which merged with CLHIN
• Managed and mentored a team focused on quality improvement, change management, team building, and e-learning development.

• Launched a 5S program within 8 nursing clinics, resulting in a 30% increase in capacity and $660,000 in cost savings. Trained staff to conduct quarterly audits that were improvement focused. Developed the first organizational scorecard, producing a 64% improvement on total indicators after implementing a process improvement framework, including setting and validating measurable and achievable targets, getting senior leadership buy-in, reviewing monthly progress, and identifying and resolving issues. Project Management Led the organization to exemplary status, the highest rating possible, through 1 year of preparation for an Accreditation process. Used project management best practices in leading 5 working groups, each with a designated set of standards to gather evidence of compliance and develop improvement action plans for non-compliant areas. Met over 95% of criteria during the audit. Leadership Led a team of 5 high performers (3 Improvement Advisors and 2 Organizational Development Specialists), using cross-mentoring and collaboration. Organized a well-received full-day leadership retreat on change management, using experiential learning and a simulation based on a current change situation the organization was working on. Received a 91% satisfaction rating for the retreat. Introduced new hires to a quality mindset by designing an experiential and illustrative session, incorporating Lean concepts and into the onboarding program, offered 8 times per year with up to 20 front line staff per session.

Lean Six Sigma Black Belt

Certified Change Practitioner