Main Responsibilities Of A Manager Of Operations Excellence At Sharp HealthCare
Myron's role as Manager of Operations Excellence at Sharp HealthCare encompasses three key areas: developing a "performance improvement curriculum" for hospital leaders, strategically analyzing hospital data to improve outcomes ("how many deaths do we have? ...do people come out sicker than they came in?"), and managing a large project portfolio, including complex initiatives involving external facilities. This multifaceted role showcases Myron's expertise in both operational improvement and strategic leadership within the healthcare sector.
Project Management, Data Analysis, Leadership, Performance Improvement, Strategic Planning
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. Develops and teaches a performance improvement curriculum for hospital leaders.
2. Analyzes hospital data and develops strategic plans to improve performance metrics.
3. Manages a portfolio of approximately 70 project managers and serves as the primary project manager for complex projects.
Transcript
What are the main responsibilities within your current role?
My role currently has, essentially, three branches. The first branch involves the hospital's performance improvement curriculum. This includes teaching leaders methodologies and how to be performance improvement leaders, and I'm in charge of that curriculum and instructing the leaders.
The second branch is more strategic. It focuses on analyzing all the hospital's reported external data, such as government reports on deaths or patient outcomes. The goal is to set a strategic path for improving these rates and manage the project portfolio for around 70 project managers. I ensure they are all improving year after year.
The third branch is for exceptionally complex or high-attention projects. In these cases, I serve as the primary project manager. For instance, I would manage a project involving the hospital and around 20 surrounding skilled nursing facilities or nursing homes.