Board certified public health professional with strong application of lean six sigma principles and business knowledge. Dr. Schott has published multiple book chapters, articles, and a textbook on healthcare supply chain management. He has over 14 years’ experience in leadership and hands-on positions.
Areas of expertise include:
Strategic planning, public health leadership, healthcare supply chain, modeling & data analysis, process improvement, and organizational culture
The need for leadership in public health today is well documented. Innovative solutions are needed to reduce health disparities and combat diseases such as Zika which were once confined to the tropics are spreading to new areas due to globalization.
As the healthcare industry model in the United States moves from volume to value, efficiency of supply chain will become even more essential.
In the era of big data, information is everywhere. Top performing organizations know how to leverage this information. Dr. Schott is an expert in extracting, cleaning, and analyzing data to create models for decision support.
What is a DrPH?
The DrPH links advanced theory to practice through practical methods to complex problem solving and applied research
Doctor of Public Health Leadership
Scientific management approaches which complement skills in public health leadership
Master of Business Administration Specializing in Health Services Administration
"Tropical Medicine is the study of diseases that occur more commonly in the tropical regions of the world."
Master of Science in Public Health Specializing in Tropical Medicine
Economics provides tools for describing the interactions between people, business, and government.
Bachelor of Arts in Economics
Mentored graduate students in leadership theory and core public health areas.
Instructed master class on healthcare supply chain management (PUBH 7090)
Faculty search committee member; screened, interviewed, and made hiring recommendations regarding applicants for tenure track, assistant professor positions.
Co-authored The Healthcare Supply Chain: Elements, Operations and Strategies
Co-authored textbook chapter on healthcare analytics
Key member of Hip & Knee Implant Facility Sourcing team acting as advisor to CFO.
Negotiated hip and knee implant contract, resulting in 400,000 cost reduction over the life of the contract plus an additional 10% if compliance rebate is met.
Special projects for CEO including department strategic planning
Redesigned physician peer review and EOC documentation systems
Administered hospital policy system
Redesigned facility access system for increased security and efficiency.
Designed metric boards for lean six sigma that were installed at multiple other facilities.
Developed tracking metrics to measure performance of lean system implemented in OR.
Reported findings directly to CEO, COO, CNO, and directors in boardroom meetings.
Saved the hospital an estimated $70,000 during initial surgical services lean event.
Lean project created process improvements resulting in $245,000 / year in savings
Results achieved by lean team:
32% reduction in average OR turnaround times, from 19 to 13 minutes.
51% reduction in patient wait times; allowing for 30% greater surgical patient volume.
50% reduction in registration time; saving 25 hours per week.
25% reduction in face to face assessments; saving 10 man hours per week.
41% reduction in patient waiting in same day surgery; from 68 to 48 minutes average.
33% reduction in phase II cycle time; from 90 to 60 minutes average.
Directly responsible for cost savings of $300,000+ through reduction of readmission rates at all OhioHealth hospitals. Turned boardroom idea into working model with new analysis models of existing hospital databases.
Eliminated 5+ FTE of work effort by streamlining and automating report generations at the each of the eight (8) hospitals within OhioHealth.
Developed and presented concept to the Board to reduce overall operating costs by providing free drugs to targeted patients. Piloted at 1 hospital for 3 months saving $75,000, firm wide projected savings in the low seven figures.
Modernized the core reports by converting to Oracle Business Intelligence, resulting in faster turnaround of higher quality data.
Launched and managed a Subversion code repository for collaboration, backup, and virtually eliminating risk of source code loss.
Direct responsibility over all reporting at a major level 1 trauma center, including 130+ scheduled reports.
Liaison with report customers, internal and external. Presented findings at boardroom meetings.
Managed and directed area workload, supervised team members, and insured reporting deadlines were met.
Interviewed prospective team members and made hiring recommendations to the managing director.
Mentored and trained new employees on advanced analytical techniques in SAS 9.
Hosted thousands of personal and small business websites.
Designed custom scripts for web based projects using PHP/SQL/.NET/Java.
Hired and managed independent contractors for customer relations, sales, and admin.
Board Certified in Public Health
Lean Six Sigma Black Belt
Government Regulations have the power to effect patient care. To understand the implications of nationwide healthcare regulation in the United States, the Balanced Budget Act of 1997 was thoroughly examined. This analysis focused on the changes in reimbursement available to hospitals, licensed bed counts, and physician employment in the years following 1997. The key implication of this research for public health practice is even though many health programs are funded utilizing a top-down approach, the variation in health status due to socio-demographic and environmental factors at the local level must be considered.
Change is inevitable. Industry and organizational change are necessary for organizations and professions to remain relevant and serve the external environment well. The health industry is no different when it comes to change except for one key aspect; that is the speed and volume of change in the health industry has been defined as ‘white water change.’ Changes come fast and with great volume. The health industry has gone through, and continues at a staggering pace, vast change since the passing of the Social Security Amendments, Title 18 and 19, that instituted Medicare and Medicaid in the mid 1960s.
Two evolving models and one established model of leadership are described here; they should assist leaders in honing their personal leadership practice. These models are the inter-professional team model: PAARP, the dynamic culture leadership model, and the reframing organizations leadership and management model. These models are prescriptive in that they provide a strategy for success and guidelines for practical implementation.
Concept visualization and work flow improvement tools
4Ps describes and proscribes the use of data analytics in the modern health system.
HCSCM Diagram is a visual representation of the healthcare supply chain for teaching purposes.
IPT model describes and proscribes behavior patterns on multi-discipline professional teams
The student assessment system accurately measures student learning