John Hill

Experience

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  United States Air Force

  Feb 2003 - Nov 2005

  - Supervised 96 civilian and military personnel in largest laboratory in Air Force- Managed schedule for three geographically separated locations performing 3.2 million tests per year- Provided 100% coverage for duty sections despite 14% decrease in manning- Managed QA/QC program for 3.2 million specimens per year and addressed all complaints/discrepancies - Managed $8,000,000 annual budget, tracked spending trends and managed equipment assets- Managed largest competency assessment program in the Air Force, ensuring all personnel were competent and qualified- Responsible for the training of all assigned personnel to ensure compliance with national accreditation agencies Show less

  • NCOIC, Blood Bank

    Aug 2004 - Nov 2005

  • NCOIC, Core Laboratory

    Feb 2003 - Jul 2004
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  Be The Match

  Nov 2005 - Sept 2011

  Donor Workup Specialist

  •Manage bone marrow donor work ups for the NMDP - Maintained availability rate of 68%. Goal was 51% •Innovative approach; developed relationship with APPS Phlebotomy agency; allows donors to be drawn at home, increasing turnaround time for requests; Collection within goal date exceed 80%. Number one in the nation•Manage Radiation Injury Treatment Network (RITN) for North Central District

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  Be The Match

  Nov 2011 - May 2015

  Manager, Search Fulfillment

  •Managed 37 staff for national non-profit organization. Responsible for day to day operations of three donor contact teams covering 50 states.•Handled scheduling, statistics, work force analysis, staff development, staff training, competency, disciplinary issues, and project management assignment. •Successfully integrated new toll free phone system - Exceeded service levels 12% •Resolved 98% of all files within 14 days, increase of 30.7%•Set up After Action Review for deferred donors, Saw increase of 3% availability •Increased donor availability 5% over past year•Increased Asian-American availability above 50% for first time in 8 years•Consolidated Recruitment services for minority donors, Saved $80,000•Had 52.6% staff reduction; 62.5% increase workload; Exceeded service goals•Recent Employee survey, 100% of staff would recommend the company -- 97% of staff felt communication of work and goals were accomplished•Lowered median days for blood collection of donors 11.5% in past year•Developed and implemented in-service training for all teams•Set up new Translation Services contract, will save $30,000 per year•Completed Kaizen event - implemented new process, Decreased time to contact donors 50% Show less

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  University of the Incarnate Word

  May 2015 - May 2016

  Graduate Student

  Graduated - MS Organizational Development and Leadership

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  Spring Arbor University

  Aug 2016 - Dec 2017

  Veterans Admissions Representative

  Direct, develop and coordinates strategies and programs to assist with the education and development of veterans, service members, dependents and survivorsResponsible for recruiting, retaining and preparing veterans for successful transition into the civilian workforceMember of Veterans Community Action Teams – Increasing veteran awareness

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  State of Michigan

  Apr 2019 - now

  Quality Manager

  Operational responsibilities are to manage and coordinate the day-to-day activities of the Quality Management team, including setting priorities, development of operational activities, and ensuring that quality services are provided to customers of the Department of Technology, Management & Budget. Critical roles of the position are to develop and maintain process directives to ensure functionality is at the most efficient and effective level; including knowledge/metric management, evaluation of quality and agent activity, including identification & development of training programs to meet CSC customer needs. - Revised Wide Area Network Quality Assessment Guide (QAG) – Cut process 75% - Reduced average assessment time from 18 minutes to 7 minutes. - Overhauled training process – Created a new process for submitting training documentation and submitting training requests, Created new roadmap for training to incorporate 4 tracks identifying requirements decreasing paperwork 60%. 100% satisfaction rate from new hires on process. - Streamlined the training team and its processes. Decreased training size 40% with no degradation in results. - Revamped customer survey process to more accurately reflect customer satisfaction. Currently at 97% Customer Satisfaction rate for DTMB.- Revised Documentation QAG to reduce process time – Cut workload 50% -Restructured the QA call assessments for Managers. Reduced process 45%, saving Managers an average of 8 hours per month reviewing calls.- Reassessed and changed QA parameters for monitoring calls and assessing documentation. Increased coverage 500%- Created rewards and recognition program for CSC staff using QA metrics – Rewards teams and individuals for exceeding performance measures- Created new knowledge tracking process – Eliminated duplicate reporting 33% - Reduced errors 40%- Created mock interview process for CSC staff – Reviewed resumes – 75% hiring rate for those who used process Show less