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Work Background
Stoltze Systems and SolutionsIndependent Consultant
Apr. 2025Southeast MichiganAt Stoltze Systems and Solutions, I partner with purpose-driven leaders to transform complex challenges into streamlined, sustainable systems. With a background in industrial engineering, healthcare quality, manufacturing, and organizational culture change, I bring over a decade of experience helping teams save time, reduce waste, and rekindle their sense of purpose at work. True and meaningful value is engineered through smart systems - not by slashing headcount. I specialize in:
- Lean process improvement that sticks (not just sticky notes!)
- Cultural alignment that boosts morale and performance
- Clear metrics that tell the story of your progress and your people Whether you’re sorting through chaotic workflows with Lean Six Sigma, building systems to unlock your team’s full potential and boost engagement, or working to rebuild team morale and momentum after burnout, I help leaders engineer real, lasting change. Let’s build a supportive and smart workplace that works for the mission and the humans who make it possible.
U.S. Department of Veterans AffairsManagement Analyst
Jan. 2024Remote Office: Ann Arbor, MIDeveloped a project management framework for clinical performance measure updates and development, resulting in on-time, successful releases. Ensured timely release of Quarterly Release Notes with accurate information. Converted release notes from Microsoft Publisher to SharePoint, streamlining accessibility and version control. Reduced process time and minimized stakeholder workload by eliminating rework. Implemented RAID log use for meetings, improving efficiency and tracking of open items. Collaborated with team supervisors to define and refine project management strategies. Led a current-state and gap analysis for data use agreements (DUAs) approval process. Created an operational DUA request flow using LEAF to streamline submissions. Supported the development of the committee charter to define roles and responsibilities. Contributed to updates for the ihd53h_ec electronic performance measure. Participated in a workgroup with the Office of Healthcare Technology Management and Primary Care to address automatic blood pressure capture issues.
Served as the HRO Lead for API and PM teams. Co-developed VHACO’s first program office maturity assessment. Facilitated HRO Roundtable discussions on intelligent failures, working with API leadership.
Managed recruitment logistics, including interview scheduling and documentation preparation. Developed templates for final decision documentation and ensured timely submission of interview panel decisions. Created a knowledge library framework and developed templates for job instruction sheets to standardize processes. Served as a member of contract IPT, evaluating small business proposals for their capability to meet contract requirements. Planned and prepared logistical elements for internal meetings and events, including travel arrangements and documentation. Assisted Director with agenda development and ensured smooth execution of activities.
John D. Dingell VA Medical CenterActing Administrative Officer, Medicine Service
Oct. 2023 - Dec. 2023Detroit, Michigan, United States
John D. Dingell VA Medical CenterActing Chief of Quality, Safety, and Value
May. 2022 - Jun. 2023Detroit, Michigan, United States
John D. Dingell VA Medical CenterAssistant Chief of Quality and Patient Safety
May. 2021 - Oct. 2023Detroit, Michigan, United StatesCovered both Chief and Asst Chief positions during vacancies, continuing department operations seamlessly.
Manage investigation and response of OIG Hotline concerns.
Act as liaison between facility and oversight bodies, such as Office of Inspector General and Office of Medical Investigation, during special investigations.
Initiate, oversee, and participate in special investigations.
Led facility through surveys by The Joint Commission, Long Term Care Institute, CARF, and Ascellon, Mock Survey, and VISN 10 site visits.
Recruited and hired both nurses and non-nurses, reducing vacancy rate from 64% to 6%.
Created annual employee satisfaction action plans, leading to improvement of Overall Satisfaction 3.56 to 4.22, AES Data Use from 67% to 92%, Opportunity from 3.5 to 4.5, No Symptoms of Burnout from 31% to 67%, Servant Leader Index 74.2 to 93.6, Supervisor Trust 4.15 to 4.85, Supervisor Respect 4.23 to 5, Supervisor Listening 4.23 to 5, Supervisor Work-Life Balance 4.23 to 5, Supervisor Satisfaction 4.15 to 4.92, Workgroup Psychological Safety from 3.54 to 4.31.
Acted as Facility point of contact for high-visibility OIG report, including reviewing draft report, providing corrections, preparing facility response and action plan, and monitoring action plan sustainment.
Managed a department of 31 FTE of both clinical and non-clinical backgrounds, including providing training, assessing competencies, completing performance reviews, and ensuring team member success.
Conduct in-depth data analysis of SAIL metrics, Symphony triggers, IPEC measures, and other key performance metrics, and prepare reports and share findings with facility senior and executive leadership.
Serve as a trusted advisor and provide expert data-driven consultation to executive and senior leaders.
Prepare and update policies in accordance with VHA Directives.
Keep management, department heads, and frontline staff informed of issues, trends, and developments in quality and safety-related areas.
John D. Dingell VA Medical CenterActing Chief of Quality, Safety, and Value
May. 2021 - Sep. 2021Detroit, Michigan, United States
John D. Dingell VA Medical CenterIndustrial Engineer/ Systems Redesign Coordinator
Feb. 2019 - May. 2021Detroit, MichiganUtilized advanced statistical tools to analyze process flows and identify opportunities for improvement.
Utilized simulation software MedModel to analyze processes and evaluate potential solutions.
Utilized advanced analysis tools, including linear optimization, Little's Law, queuing analysis, and Markov theory, to analyze complex processes.
Applied theory of constraints to identify bottlenecks in ED Door to Floor flow process, resulting in reduction of median admission delay from 252 min in Feb 2019 to 127 min in Feb 2021.
Reduced avoidable ED visits from average 111 per month to less than 20 per month, reducing Door to Doc times and Left Without Being Seen.
Utilized Markov statistics to create early warning detection report of potential ED high-utilizers, enabling intervention prior to repeated ED visits, resulting in 25% reduction of ED high-utilizers.
Created automated COVID-19 tracking dashboard, reducing time required to complete daily COVID-19 infection, vents, and expirations reporting from 3 hours to 20 minutes.
Designed and collaborated with 3D Printer to manufacture modified vent exhalation filter as substitute for filter predicted to run out before COVID-19 peak. Filters were designed, manufactured, and delivered within the week and before the supply was exhausted, preventing adverse patient events.
Led complex, multi-service projects aimed at improving core quality metrics.
Facilitated committee for reduction of ED high-utilizers, resulting in the identification of patients requiring a higher level of outpatient care, allowing for intervention and reduced use of ED for low-acuity needs.
Utilized SMED methodology to examine and reduce the amount of time required to turnover CT exam rooms, improving utilization of CT machines.
Assessed compliance of long-term opioid prescribing practice and maintained action plan to resolve gaps.
Fiat Chrysler Automobiles (FCA)Industrial Engineer
May. 2016 - Feb. 2019Utilized Golden Zone and Strike Zone guidelines to design efficient and ergonomic work stations.
Coordinated with production, quality, safety, workplace organization, team leaders, operators, and UAW to ensure effective solutions that satisfied all parties.
Selected to lead a 9-month special assignment of launching a Lean training academy for the plant's frontline operators.
Designed training plan and day-to-day training schedule, resulting in over 500 frontline operators being trained in Lean and World Class Manufacturing principles within 6 weeks without impact to plant production.
Personally trained frontline operators in Lean and World Class Manufacturing for over 200+ hours.
Hands-on training activities performed by frontline operators as part of the training academy resulted in over $600,000 in kaizen savings in less than 5 months post-academy launch.
Monitored human error occurrences that impacted quality and efficiency, investigated systems-based root causes, and led/ participated on teams that corrected root causes, ultimately improving quality and efficiency, and resulting in achieving the best-running engine assembly line in North America with a 98% OLE.
Analyzed station workload and relocated job elements to balance the line and maintain optimal utilization, resulting in all stations achieving a utilization rate between 85% and 92%.
Utilized spaghetti charts for operator movement and operator hand movement to reduce station cycle times.
Led SMED project to improve utilization of engine dynamometer testing stations, resulting in reduction of non-value-added activities and cost avoidance of over $1.6 million.
Led project to poka-yoke an assembly station with numerous human errors, resulting in the elimination of a top costing failure and human error occurrence at a savings of $120,000.
Utilized linear programming to determine optimal schedule for gauge calibration, resulting in avoidance of additional manpower and overtime costs equivalent to $240,000.
P3 GroupManagement Consultant
Jan. 2014 - Apr. 2016Troy, MIIdentified opportunities to reduce heavy-duty diesel engine warranty costs through identification of specific cost drivers, improving processes, and identifying potential cost-drivers before occurrence.
Led a team of consultants in creating a warranty prediction report that utilized Statistical Process Control to identify emerging issues in warranty data.
Successfully proposed a New Hire Training Academy to the CEO and Business Unit Leads after identifying knowledge and skills gap among new hires who were recent college graduates.
Prepared entire training plan, arranged for various trainers and speakers to attend, and coordinated all logistics of training, including flights, housing, and transportation for 30 people, for a company investment of less than $800 per employee.
New Hire Training Academy resulted in reduced consultant turnover, improved employee satisfaction, and improved client satisfaction.
Assessed team’s competence and skills and provided recommendations for awards, promotions, and reassignments to the Business Unit Lead.
Provided feedback and constructive criticism to team members during one-on-one monthly meetings.
Performed quarterly performance reviews of team members.
Managed client concerns and resolved when within my jurisdiction and escalation other complaints to the Business Unit Lead.
Interviewed potential employees with both behavioral style interviewing techniques and technical questioning.
Provided hiring recommendations to Business Unit Leads.
Created weekly project management reports for client. Created quarterly detailed warranty reports for client to present to senior management. Prepared project proposals for approval by client.
Created and generated monthly Key Performance Indicator reports and led monthly department review meetings.
Planned and led workshops and training on root cause analysis methods.
University of Michigan College of EngineeringStudent Organization Programming Assistant
Oct. 2013 - Dec. 2013Ann Arbor, MI
P3 GroupProfessional Management Services Analyst
May. 2013 - Aug. 2013Troy, MI• Provided on and off-site guidance and assistance to client, resulting in successful project execution
• Moderated and maintained production issues list leading up to new product launch, achieving run at rate production
• Developed Excel VBA tool to automate and expedite production issue tracking process, adding value to final deliverable
• Created Excel-based automatic dashboard tool for production management, allowing quick reference to production issue statuses
• Aided conducting Lean Manufacturing Problem Solving workshop and training customer in lineside problem resolution
RicardoProgram Management Intern
Jun. 2012 - Aug. 2012Greater Detroit Area• Interned for Program Management and Research & Development departments
• Effectively managed several R&D project teams to successful project delivery
• Provided support for program management department, including preparation of monthly program reports
• Prepared presentations for monthly R&D meetings with the company president and top executives
• Performed market research and analysis for alternative energy ventures with potential revenue greater than $1M
• Conducted analysis including Porter's Five Forces Analysis, Pareto Analysis, and Why-Because Analysis
• Prepared project proposals, presentations, and MS Project Gantt Charts for presentation to senior management
• Utilized Microsoft Excel and other MS Applications to accurately convey graphs and information
University of Michigan Center for Global and Intercultural StudiesGlobal Intercultural Experience for Undergraduates (GIEU) Student Scholar
May. 2012 - Jun. 2012Santiago de Compostela, Spain• Resided in Santiago de Compostela, Spain with seventeen other University of Michigan students
• Interacted and built relationships with locals despite language barriers
• Increased intercultural awareness through course activities and volunteer work
University of Michigan Formula Hybrid Racing TeamTeam Captain and Founding Member
Apr. 2011 - Apr. 2013Ann Arbor, MI• Elected by peers to supervise operations of electrical, mechanical, aerospace, controls, and business divisions
• Synthesized communication between divisions, preventing miscommunication among members
• Led weekly meetings for a team of 50+ members
• Managed a budget of over $80,000, including in-kind donations from industry sponsors
• Led Human-Machine Interface team in ergonomic designs
• Organized, planned, and executed events including public design reviews, university recruiting, and fundraising events
• Negotiated with university and industry sponsors, resulting in mutually beneficial sponsorships
• Conducted Well-to-Wheel Life Cycle Analysis to determine vehicle’s environmental impact
• Trained in TIG welding, lathe, and CNC router
• Participated in carbon fiber layups and fabrication in vehicle components
• Organized travel logistics for thirty people for competition in New Hampshire twice, resulting in safe and prepared travel
• Aided advising professor in forming course curriculum and evaluating team members' performances
• Conducted risk management to take preventative action against potential organization threats
• Directed media and public relations
• Team awarded 2nd Place in Chrysler Innovation Award
• See Michigan Hybrid Racing on YouTube: http://youtu.be/RAnPT9GSDy8
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