2018 Provider Seat Candidate

Régine Honoré Villain, MPHRégine Honoré Villain, MPH
Vice President, Office of Supply Chain Management
New York University Langone Health
New York, NY

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Describe why you are a good candidate for this leadership role.

I am a very good candidate for this role because I continuously provide leadership to young healthcare supply chain professionals via contributing to publications, products, conferences, institutions and knowledge which advance their technical and leadership competencies. I support the Supply Chain profession by identifying and advocating improvement areas with the intent to positively impact healthcare and work collaboratively with organizations who share the same goals.

I manage a big, diverse Supply Chain organization through effective governance, sound strategic planning, and stable financial performance. I help my team daily to identify and influence the issues that impact the ability of achieving supply chain excellence as it relates to patients.

I am a flexible leader who provide ability to innovate without excessive rules and regulations. I am a responsible coach with clear mission, vision and core values surrounded by high standards. I have over 370 employees from different backgrounds and cultures who speak 12 different languages but serving one common purpose.

Most recently in 2017 I have successfully developed a Project Management Office who are managing over 992 projects in Office of Supply Chain Management with clearly identified charters, project plans and stakeholder mapping. I have recruited and retained several Lean Six Sigma Black Belts in my organization to ensure we have repeatable, reputable and credible processes / policies. I supported one my senior leaders to become a certified HRO (Highly Reliable Organization) trainer and I helped her facilitate over a dozen internal training sessions to teach, sustain and promote HRO core values and behavioral competencies. Open communication, constructive feedback, deference to expertise, sensitivity to operations, preoccupation with failure, commitment to resilience and reluctance to simplify are the fundamental values of our day to day operations.

I continuously develop and expand relationships that strengthen my department’s vision and mission. I implement effective management strategies and plan to create value for our patients and customers. I regularly meet in strategic visioning sessions with my team, in an effort to anticipate future events impacting the health care supply chain, and developing strategic initiatives to be ready for next steps.

Describe where you see health care evolving, and what you see supply chain’s role being in those future models.

Healthcare is an industry notorious for change, and I truly believe 2018 will bring even more. New technologies and innovations will help providers navigate a new era of digital transformation. There’s more digital information in healthcare today than ever before and latest innovations provide clear guidance on how healthcare organizations can take advantage of emerging technologies such as block chain, RTLS etc.

I envision that; as healthcare organizations have more data, they can share that information with the appropriate security and privacy provisions in place- which will ultimately improve the patient experience, the healthcare outcomes. For instance in critical situations where patients can’t speak for themselves or don’t have someone to assist; a physician will be able to look up the patient’s information to see a full history of medications, allergies, and medical conditions. The patient can then receive better care, because medical record assembly would have taken hours, days, or weeks to complete without appropriate technology. Additionally, we will be able to better connect with patients/consumers to share data. It is predicted that by 2020, 25 percent of medical data will be generated by patients from sensors, such as those in phones or wearables. We’ll see an increase in physicians recommending these devices to their patients, such as those with diabetes or hypertension who can use a connected device to monitor their vital signs on a regular basis. There are a lot of opportunities to digitally transform how we provide care – such as telemedicine. As consumers get more comfortable with technology, they may start expecting on-demand, virtual experiences from their physicians and clinicians. Being able to seek those services online in a private setting will also be more attractive for certain populations of patients.

For example, it can be challenging for military veterans to seek treatment for post-traumatic stress disorder because they don’t want to be judged by others. A virtual experience could help them overcome that obstacle.

From a modern supply chain management perspective I believe the profession is entering another wave of a multi-decade progression towards greater levels of sophistication in addressing increasing levels of product /service variety, fulfillment options, and customer engagement, at the lowest possible cost. A combination of new regulatory requirements, updated processes and enhancing technology force us to adopt and change. Therefore in order to be relevant and successful in the next decade and beyond; we – as Supply Chain Professionals – should always be mindful of changes in business and technology to successfully bridge to the future.

How will your leadership and vision strengthen AHRMM?

As we all will agree; dynamic and strategic leaders possess certain traits that allow them to be successful at leading others. I am confident that my experience, my leadership skills and my keen vision will strengthen AHRMM very quickly and effectively. I have the combination of talent, timing, and innovative thinking – but most importantly my vision and strategy are embraced by the key stakeholders/shareholders with extensive support in execution. I have a clear purpose and I know my function exists. I know exactly what opportunities can be addressed and what goals need to be met. I am always articulate about the “purpose” and continually use this purpose to center or re-center our efforts while guiding my constituents in seeing the long-term vision we are creating together. I assist my team to choose a focus and target the areas that define the purpose of our existence. I encourage questions like “What is most important?”, “What will distinguish us from others?”, “Who are our true customers and how we bring value to them?” As mentioned before, I will be very instrumental in AHRMM board to provide education, leadership, and advocacy to professionals in healthcare and related organizations so we can make a big difference. We can increase awareness, support organizations that are committed to health care enhancement, and improve access to reliable healthcare via expanding choices with an ultimate goal of timely use of personal health services to achieve the best health outcomes.

I constantly stay informed and up to date about healthcare industry. I read broadly, both in technical or business literature, and the more general press. I am aware of what is happening in our industry and the larger business, social and political environments. I am successfully subscribed to industry publications and newsletters, and have ready access to breaking news and information as much as possible. Most importantly I seek information from everyone, but specifically my team. I talk to line workers, administrative assistants, security, accountants, programmers, marketing, human resources, first-line supervisors and the CEO – and I get the most valuable information from those who are interacting most closely with our patients. I will be able to articulate that aggregate information in AHRMM boards and play as a sound board for the great ideas that will be shared.

I embrace an innovative mindset because I know for a fact that organizations with an innovative mindset are usually more profitable, retain higher caliber employees and lead by example. I encourage innovative thinking to become a day-to-day activity in every functional area, not an isolated event. I make sure me and my management team creates an innovative mindset and environment by asking open ended questions, challenging the status quo, encourage others to be creative and stretch themselves, try new things and take risks. I will embody the same set of values in the board and always welcome different / creative ideas on the path to our success.

I am also very effective in translating ideas into specific action plans, because I am aware that even the best ideas are worthless unless they are acted upon in an effective way. I make sure we translate our vision into clear, actionable tasks. I make it simple to my team, and always mention that many strategic initiatives fail as a result of the complexity of the vision. We continuously remind ourselves about the core things we want to accomplish and how to make them clear and actionable. I will be happy to implement the same in AHRMM board.

Last but not the least; I am able to communicate effectively because the best vision and strategy can fail if they are not communicated well. I determine the audience, “Who needs to know how much? Create different messages for different audiences. I make it simple, I make it concise, crisp and real. As opposed to lengthy bullet-point list or text-heavy messages / presentations which are always very difficult for people to remember – I communicate via stories which are more relatable, understandable and memorable. I use pictures, images, analogies and humor - which weave my vision and strategy into a relatable message. I am very successful in keeping vision and strategy alive through continuous updates to everyone involved. Any time a new initiative, project, or business decision is talked about, I tie the purpose back to our vision. I specifically challenge others to do the same with an ultimate goal for each person to adopt the vision and ask “What I am doing and how effectively I am doing today support our vision and the related strategy?” I will be honored to follow the same as I become a board member.

Background

Total number of years as AHRMM Member: 18 years
Years in health care: 24 years
Years worked in the health care supply chain profession: 20 years
Years worked in current position: 2 years
Number of direct reports: 5
Number of employees in your department: 370
Type of Organization you are employed by: Hospital/Medical Center

Describe your current position and responsibilities:

  • Develop and execute strategic Supply Chain vision to encompass key Executive, Medical and Clinical Stakeholders to optimize clinical excellence, standardization efforts, operational goals, and financial integrity
  • Provide leadership and strategic direction for the successful development and implementation of Supply Chain Management processes, services, and management as well as the technical infrastructure required to support systems, services, and management across the continuum of services.
  • Conceptualize and create office of Supply Chain Management and secure integrated partnerships with Clinical and Non-Clinical leadership.
  • Maintain total value performance around cost, quality and outcomes.
  • Oversee Physician and Clinician engagement in the value analysis process with full endorsement from the offices of the CEO, COO, CMO, CFO, CNO, & CSO
  • Lead standardization, utilization efforts, and revenue-enhancement initiatives around equipment, implants and medical-surgical supplies
  • Lead Supply Chain and Support Services cost savings initiatives
  • Oversee all contracting activities (evaluation, negotiation, and administration) and capital acquisition;
  • Lead the GPO and major supplier relationships / contracts
  • Participate in the Executive Administrative committee decisions with impact across all levels of the organization.
  • Successfully integrate newly acquired organizations under unified systems, processes and standard operation procedures
  • Achieve over $30MM savings across the Health system

Service

List service to local chapter and to AHRMM national, including all committee/task force involvement, and whether you served as a member or as chair, within the past 5 years.

  • Board Member, Partners Inc. Regional GPO: 2015 – Present
  • Certified Materials & Resource Professional – CMRP: 2015 – Present
  • Member, Association for Health Care Resource and Materials Management, AHRMM: 2000 – Present
  • Member, South Carolina Hospital Association, SCHA: 2011 – Present (SCHA Leadership Mgt. Certificate Holder- 2013)
  • Member, South Carolina Society of Hospital Materials Management , SCSHMM: 2012 – Present
  • Steering Council Member, Novation Operation Task Force: 2012 – Present
  • Member, Association of Healthcare Value Analysis Professionals, AHVAP: 2013 – Present
  • Member, American College of Healthcare Executives, ACHE: 2013- Present
  • Member, Healthcare Financial Management Association, HFMA: 2013 – Present
  • Member, Association for the Advancement of Medical Instrumentation, AAMI: 2015 – Present
  • Board Member, UHC Supply Chain Council: 2013 – Present
  • Board Member, IDN Summit Advisory Board: 2013 – Present
  • Member, Society for Health Systems, SHA: 2008 – 2012
  • Member, The Healthcare Information & Management Systems Society, HIMSS: 2008 – 2012
  • Board Member, Regional Advisory Council, Great NY Hospital Association, GNYHA: 2006 – 2009.
  • Member, IDN Steering Committee, Strategic Marketplace Initiatives, SMI: 2006 – 2011.
  • Member, National Association for Female Executives, NAFE: 2006 – 2011.
  • Board Member, Southeastern Pennsylvania Chapter of The Association for HealthCare Resources and Materials Management, SEPAC of AHRMM: 2005 – 2009.
  • Member, American Association of Public Health, APH: 2000 – 2010.
  • Member, Institute of Industrial Engineers, IIE: 1995 – 2011.
  • Member, Healthcare Resources & Materials Management Association of New York, HCRMA: 1996 – 2004.

List Annual Conferences, Leadership Training Conferences, and Thought Leader Summits attended, including dates and locations, within the past 5 years:

N/A

Service to professional associations or community organizations to which you belong, including all committees, whether you served as a member or as chair, the year(s) of service, any elected offices held and the year(s) held:

N/A