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SHEILAH HARRISON, BS I.S.E., PMP, CPHQ
2093 Statham Ct  Dublin OH 43016  614-886-5192
Email: sharrison18@me.com
URL: http://www.linkedin.com/in/skharrison
PERSONAL MISSION STATEMENT
I will optimizesafety, cost, and productivity in healthcare by leading organizations through quality improvement, project
management, clinical systems integration, data analysis, and sustaining change.
CORE COMPETENCIES
Project Management, Gantt charts
Data Analysis
Acquisitions/Divestitures
Inventory control
Software Implementation
Process Improvement
Lean Six Sigma (DMAIC/DMEDI)
IHI’s Model for Quality Improvement
(Aims, KDDs, PDSAs, control
charts)
Ishikawa diagrams
SOFTWARE/SYSTEMS
MS OfficeSuite, Project,Visio,
Access
Electronic Data Interchange (EDI)
EPIC
Enterprise Data Warehouses
Minitab
EXPERIENCE
Sr. QI Project Specialist NATIONWIDE CHILDREN’S HOSPITAL
2014 - present Columbus, OH
Providing quality improvement consultation to adult and pediatric healthcare entities to reduce county-wide infant
mortality and prematurity. Analyzing data and developing measures for adolescent medicine clinics.
Key Accomplishments:
 Developed and maintaining Infant Mortality Dashboard consisting of ~25 measures
 Developed 7 process maps for caringfor women addicted to opiates duringpregnancy QI support for adolescent
pregnancy
 Program leader for hospital-wide Venous Thromboembolism (VTE) identification and prevention
 Partnered with physician to eliminate hospital-wide unplanned extubations
 Project leader for standardizing hospital-wide discharge process and documentation in outpatient specialty
clinics
Quality Improvement Coordinator NATIONWIDE CHILDREN’S HOSPITAL
2011 - 2014 Columbus, OH
Providing quality improvement education and support for physicians and staff. Served as quality improvement
consultant for Heart Center medical and clinical staff. Facilitated hospital-wide quality and safety projects.
Key Accomplishments:
 Instituted hospital-wide venous thromboembolism program to track and analyze events, screen patients at risk,
and recommend prophylaxis
 Key contributor to reducing Heart Center preventable harm
o Total preventable harm events decreased by 64% from 2010 to 2014
o Medication errors decreased by 82% from 2010 to 2014
o Pressure ulcer events decreased by 83% from 2011 to 2014
 Provided data analysis and quality consultation for 65 Heart Center quality improvement measures
 Provided quarterly support of Heart Center Quality and Safety scorecard consisting of 35+ measures
Project Manager STATE OF OHIO, EXECUTIVE MEDICAID MANAGEMENT ADMINISTRATION (EMMA)
2009 - 2011 Columbus, OH
Demonstrated unprecedented use of project management tools for top leadership. Partnered with state agencies to
implement Federal Health Care Reform. Developed cross-agency strategies with cabinet Directors and CIO personnel.
Managed effective communication and planningacross stateagencies to standardize health care policies and processes.
Key Accomplishments:
 Managed statewide initiative to reduce hospital readmissions
 Developed training model that standardizes mandatory training among six agencies
 Led collaborativeeffort across eightstate agencies to evaluate 20 common processes for interagency efficiencies

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 Developed and managed departmental plan for pandemic emergency preparedness
 Identified and prioritized 75+ initiatives across six agencies for FY2010
 Appointed by Governor as member of the Ohio Council for Women and Girls; Designated as project lead for
Health Care Committee.
Project Manager ASHLAND/VALVOLINE
2006 - 2008 Dublin, OH
Managed meetings, project charters, project plans, and closeout reports for various teams and Steering Committees.
Managed project deliverables through Supply Chain, Manufacturing, IT, and Finance.
Key Accomplishments:
 Transferred Accounting and Payables functions from Toronto to Dublin, saving $0.5 million/yr
 Transferred Plastics warehouse from Indianapolis to Grove City and Chicago, saving $0.5 million/yr ; nominated
for Chairman's Award
 Consolidated and outsourced 2 Portland warehouses into one location, saving $0.8 million/yr
 Developed and managed supply chain integration plan for $30 million in identified synergy savings for $3.1
billion Hercules Inc. acquisition
 Implemented SAP/i2 transportation rating system in 7 Canadian cities
 Standardized project management documentation, using Lean Six Sigma; achieved yellow belt certification
 Outsourced freight invoice processing from 7 Canadian cities
 Implemented activity-based warehouse cost model across 50+ North American warehouses
Project Manager BISYS
2005 - 2006 Columbus, OH
Key Accomplishments:
 Developed “To-Be” models of in-house vs. offshored activities and established corresponding handoffs
 Transferred Fund Accounting, Transfer Agency, and Fund Administration operations from Columbus to India
Global Manufacturing Engineer ABBOTT LABORATORIES/ROSS PRODUCTS
2003 - 2005 Columbus, OH
Key Accomplishments:
 Transferred medical feeding set manufacturingfrom Dominican Republic to Ireland
 Transferred medical device manufacturing from 3rd party to in-house
 Managed product specifications for Hospira divestiture
Senior Supply Chain Process/Systems Engineer CELESTICA
2001 - 2002 Columbus, OH
Key Accomplishments:
 Implemented supply chain business model for product, data, and money exchange for divestiture
 Eliminated use of inbound hub to Celestica’s storeroom, reducing inventory by $4 million
 Played key role in data cleanup during plant shutdown
Supply Chain Process/Systems Engineer LUCENTTECHNOLOGIES
1996 - 2001 Columbus, OH
Key Accomplishments:
 Identified systems/process issues, reducing receivables from $49 million to $14 million in 1 month
 Developed business requirements for packing/shipping for new Materials Resource Planning system
 Implemented multi-sourced consignment program for suppliers, aiding in price leveraging
 Spearheaded pack/ship operations during work stoppage
EDUCATION
B.S. Industrial and Systems Engineering, THE OHIO STATE UNIVERSITY - Columbus, OH 1996
CERTIFICATIONS
Certified Professional in Healthcare Quality 2012
PMI’s Project Management Professional (PMP) Certification 2008

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Lean Six Sigma Yellow Belt 2008
Mutual Fund Certification 2005