A Day in the Life of an Operations Excellence Manager at Sharp HealthCare
Myron's role as Manager of Operations Excellence at Sharp HealthCare involves a dynamic schedule, with "no two days the same," starting with early morning huddles that cascade from unit-level staffing updates to executive-level strategic discussions. This ensures a 24-hour awareness of operational needs, though Myron delegates the late-night huddle to maintain a sustainable workload.
Project Management, Communication, Leadership, Problem-Solving, Teamwork
Advizer Information
Name
Job Title
Company
Undergrad
Grad Programs
Majors
Industries
Job Functions
Traits
Myron Soyangco
Manager of Operations Excellence
Sharp HealthCare
UCLA
UCLA Anderson SOM - MBA
Chemistry
Healthcare, Medical & Wellness
Operations and Project Management
Honors Student, Scholarship Recipient, Pell Grant Recipient, Took Out Loans, Immigrant, Worked 20+ Hours in School, LGBTQ, Transfer Student
Video Highlights
1. The dynamic nature of the job: No two days are the same, offering variety and challenges.
2. Multiple daily huddles at various levels (project managers, directors, executives) for communication and coordination.
3. A focus on operational efficiency and proactive problem-solving, including addressing staffing, patient care, and potential issues across different units and shifts in a 24/7 healthcare environment
Transcript
What does a day in the life as a Manager of Operations Excellence look like?
The best thing about being in management operations Excellence is that no two days are the same. It really depends on your projects and the meetings you have, but there is some consistency built into my day.
I start every day around 7:30 AM. We have a couple of quick huddles to make sure everyone's on track and that project managers are on top of their projects.
Operations-wise, I jump into a random unit of the day. I find out their staffing levels, patient population, how they're doing, how many call-outs they have, and if they had any injuries yesterday.
From there, I move to an 8 o'clock huddle with the directors. We discuss what all the managers reported.
Then, we have another huddle with the hospital executives – the CEO, chief nursing officer, and chief medical officer. We talk about the key issues that came up.
This sets us up for the rest of the day, allowing us to focus on project work, operations, and putting out fires if needed.
At the very end of the day, we have another huddle at 9:40 PM. This ensures the night shift also has the same awareness and stays engaged in a 24-hour cycle. I usually delegate this one to another night shift person, as I don't want to work 14-hour days.