Peoria Metropolitan Area
devoted teambuilder who identifies and eliminates process redundancies while fostering relationships with vendors, contractors, employees, and other stakeholders,. Mr. Makhamreh drives customer satisfaction by driving down costs and improving healthcare outcomes across a facility. Mr. Makhamreh is a valuable addition to the leadership team of a healthcare organization.. Previous successes include insourcing remodeling and maintenance programs, leading to cost savings of $100,000 in yearly operating costs. His plan to perform 80% of remodeling at St. Elizabeth's Hospital using internal personnel resulted in significant cost savings and ontime delivery. Mr. Makhamreh also implemented training and operations protocols which improved customer satisfaction by 70% and reduced operational costs by $700,000 in two years at Central DuPage Health. Mr. Makhamreh has built a career out of cutting costs and promoting a high level of customer satisfaction in hospitals throughout the Midwest. CORE COMPETENCIES Fostering customer relationships Negotiating with EM service providers to lower costs Designing and installing process improvements and best practices ranslating technical and financial information to broad audiences Establishing positive work attitudes and accountability to improve productivity Managing and motivating employees Building and directing operational budgets
Planned strategy to ensure efficient management of assets – Managed, maintained and supported the reliability of the systems, medical equipment, properties and assets in the facility. Directed all aspects of routine maintenance at the hospital including management of the physical plant, electrical delivery systems,medical gas delivery systems,emergency generators,and HVAC delivery systems. Coordinated all internal hospital remodeling projects by effectively utilizing facility staff to complete 80 % of total work.. Successfully completed the National Incident Management System courses (100 - 800). Motivate staff by keeping a positive attitude and encouraging them to be more productive. Increased accountability by championing the development and implementation of a Balanced Scorecard business performance reporting tool to evaluate monthly results against key success measures encompassing Preventive & corrective maintenance, financial, customer satisfaction, and staff performance and productivity metrics. Reduced operational cost by $100,000 by eliminating service contracts and increase staff training to perform most repair through solid in- house program. successfully managed and directing the Hospital overall Medical Equipment selection/Purchasing, installation, Maintenance, and retirement/disposal. Development and documentation of Departmental policies and procedures according to Joint Commission and State standards and requirements.
Successfully managed and directed the Hospital overall Medical Equipment selection/Purchasing, installation, Maintenance, and retirement/disposal. Development and documentation of Departmental policies and procedures according to Joint Commission and State standards and requirements. Management of computerized medical equipment software and data base Management of medical device assets valued in excess of $100 million.
Responsible for the overall direction and simultaneous management of Biomedical/Clinical Engineering services at six hospitals. Home Care, Senior Living, and Provena Doctor’s offices. Supervising three managers of all aspect of managing the Clinical Engineering department that includes talent acquisition; develop operational budget, business Policy and Procedure, and providing Service Delivery Plan for our customers. Assure compliance with all related Accreditation Agencies including: Joint Commission, College of American Pathologists, and the Illinois Department of Public Health (IDPH) Implementing a comprehensive, customizable written Safety program designed to comply with OSHA. Identifying training needs to develop internal resources to service major medical equipment and eliminating OEM Service contracts. Implement Studer Group-based thinking and management processes to drive cultural evolution within our own organization as well as for the hospitals we serve. We provide employees with the tools and resources they need to: 1.Develop a greater understanding of the connection between healthcare and the environments in which it is delivered. 2.Measure our impact on outcomes in a performance-based manner Management of computerized medical equipment software and data base