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Christine Hansen

Summary:
Ms. Hansen has over 22 years of management and quality process improvement schedule analyst experience with state government and corporate organizations. She has experience managing projects with multi-disciplinary teams.  She has proven leadership, management and communications skills demonstrated in assignments in the corporate workplace and she has Team Leadership skills with a high level communication to motivate and direct teams, Project Management skills in coordinating multiphase, complex projects, Teamwork building skills  in creating consensus in complex, hierarchical structures, Analysis skills specializing in cases where data is not readily available, and Finance skills in budgeting and maintaining financial accountability.

Education:
M.S., Operations Research, Case Western Reserve University, 1992
B.S., Industrial Engineering, Case Western Reserve University, 1988
Certificate, College of Public Health:  Executive Program in Healthcare Financial Management, Ohio State University, 1998

Current Responsibilities:
MicroSystems Integration, Inc., May 2010 - Present
Ms. Hansen serves as an analyst MicroSystems projects, specifically the Deepwater Fleet Mix Analysis (DW-FMA).

Previous Experience:
Ohio State University Medical Center, Columbus, OH, - 2001 - 2005
As the Administrative Director from 2004-2005 and the Director of Building Services from 2001-2004, Ms. Hansen focused on the following items:

• Operations Management: managing the facility services operation for 34 buildings with a combined space of 800,000 gross square feet.  Consolidated multiple operations into a single, cross-functional operation providing an improved level of customer service and decreased cost of service.  The 19-person facility team provides tailored service levels designed to meet the requirements of space as diverse as a data center, a research lab, and an outpatient care facility.

• Leadership: responsible for all facets of developing a 250,000 square foot multi-building facility originally built for the Bureau of Workers’ Compensation into an OSUMC outpatient center.  The activities include business model development, budget development, marketing to potential tenants, project management of tenant improvement build-out from design to occupancy, contracting with vendors and tenants, responding to board information requests, financial accountability and directing day-to-day facility management and maintenance.  In two years committed space increased from 31% to 78%. The new tenants include: Imaging Center, Podiatry clinical practice, Clinic Labs, Chemotherapy, Medical Oncology clinics, Oncology support services, High Risk Ultrasound practice, Multiple Sclerosis Center, General Internal Medicine practice, Human Genetics research practice.

• Focus: directing the critical non-core business of real estate acquisition, disposition, development, and management in a time of tremendous expansion where requirements outpaced available space.  This need translated into demand for new facilities and a requirement to maximize the use of current facilities.  Creativity in the context of a highly state government-controlled environment has been a hallmark of this activity.

• Teamwork: directing the reuse of 50% of a 500,000 square foot multi-building facility originally built as a commercial fabrication facility to be redesigned for administrative and research purposes.  Activities include: building business models, negotiating terms for space with OSU campus, directing the design and development of a new data center, directing the design and development of moving the administrative staff into the facility, planning and financial modeling for lab space.

• Initiative: created a financial analysis that demonstrated the loss revenue from maintaining an inconsistent rental business model, on and off campus.  Co-authored the proposal to create a consistent rental business model.  Implemented the new consistent rental model.

reSOURCE PARTNER (Borden/ Interliant/ Interpath), Columbus, OH, 1998 - 2001
As the Director of Quality Assurance Ms. Hansen focused on:

• Process Improvement Leadership: leadership position responsible for organizational focus on process improvement, facilitated enterprise level process improvement efforts such as development of a proposal team and standardization of the contracting process, resulting in a 50% decrease in turnaround time.

• Service Level Agreements: guided the SLA documentation and standardization effort to include consistent metrics, collection methodology, contracting language, reporting standards and penalties for noncompliance, led a team in creating the business design for the SLA data warehouse to automate the collection and reporting of SLAs and Key Operation Indicators.

• Customer Satisfaction Survey: responsible for all facets of the customer satisfaction survey from vendor selection, survey scope, data analysis, development of action plans, based on customer preferences, culminating in improvement efforts.

Ohio State University Medical Center, Columbus, OH, - 1992-1998
As the Senior Management Engineer from 1993-1998 and the Management Engineer from 1992-1993, Ms. Hansen focused on:

• Re-engineering/Continuous Improvement: designed how the hospital would approach Re-engineering as a member of an internal team, designed new patient care models and processes as a member of the Patient Focused Care and Diagnostic Services Re-engineering Teams, facilitated the selection and collection of appropriate indicators for the Re-engineering Teams, served as facilitator and data analyst on many continuous improvement teams.

• Benchmarking: responsible for the hospital's annual benchmarking using MECON PEERx to compare with peer institutions, researched benchmarking data to assist with decision making and goal setting, served as catalyst for departmental benchmarking efforts.

• Productivity: responsible for producing, updating and maintaining the hospital productivity system, developed initiative to align productivity system with new cost accounting system.

• Goal Setting: responsible for the hospital’s budget forecast methodology and development, served as member and data coordinator for the hospital's Bonus Oversight Committee, responsible for monitoring, analyzing and guiding the improvement of the hospital key volume indicators.

• Engineering Studies: designed, developed, implemented, analyzed, documented and presented engineering studies to answer question using appropriate statistical methodology.

Tempcraft Tool & Die, Member of Howmet Corp, Cleveland, OH, 1988-1990 
Designed and Programmed machining code for use with CNC mills and lathes, Interacted with design engineers and shop employees to optimize production process, Designed and implemented the start up of total quality at a plant level, Coordinated & taught management/employee training sessions (300 people trained).

Updated 1 June  2010