Corin Hammitt, MHA

• Lead enterprise-wide process optimization initiatives across Old Navy's store operations to strengthen efficiency, profitability, and standardization.
• Partner with executives, brand leaders, and field teams to align process strategies and deliver measurable business results.
• Designed and implemented standardized enterprise processes and SOPs across 1,200+ stores, ensuring operational consistency and scalability, achieving $5.6M in annual savings.
• Implemented engineered labor standards, driving a $76M annual labor cost reduction and improved KPI visibility across store operations.

• Directed enterprise process improvement and standardization projects , driving alignment between merchandising, pricing, and store operations.
• Defined the future-state design for pricing and sales floor processes, leading multi-year transformation roadmaps and process performance tracking.
• Delivered $16M in annual labor savings through process optimization, standardization, workflow design, and SOP execution.
• Established process governance and continuous improvement frameworks to manage change, reduce risk, and improve end-to-end execution in shelf price accuracy.
• Designed and deployed a Continuous Improvement certification program, building organizational capability and promoting adoption of Lean practices.

• Owned the design, implementation, and continuous improvement of organizational processes, enabling operational excellence and improved service delivery across a nationwide network.
• Led the development and deployment of Lean Six Sigma-based process improvements that drove a $3.5M annual financial impact.
• Reengineered patient access processes, increasing throughput by 10% and conversion by 12 percentage points.
• Developed and implemented process documentation, training, and SOPs to support consistent adoption and compliance across the patient access network while serving as interim Director of Patient Access.
• Built and facilitated 40+ A3 problem-solving workshops to strengthen staff and leadership engagement in process improvement and accountability.

• Directed enterprise-wide deployment of the Lean Management System, embedding continuous improvement and process governance across a network of 4 hospitals.
• Implemented strategy deployment (Hoshin Kanri) and daily management systems to align organizational goals with measurable KPIs and ensure ongoing performance tracking.
• Streamlined inpatient admission processes, contributing to improvement in Emergency Department “Left Without Being Seen” metrics and enhancing patient flow.
• Conducted staffing-to-demand analyses in the Radiology department to align labor hours with true patient demand, improving resource utilization and cost efficiency.
• Led change management and process design initiatives with executives and department heads to redesign patient discharge processes and improve care transitions.
• Decreased time from discharge orders to patient departure, facilitating improved throughput from the Emergency Department to Inpatient Units and increasing bed availability.

Responsible for program management of the Perioperative Division Value Stream. Drove Kaizen events, leveraging process mapping, root-cause analysis, workflow design, and KPI management to optimize surgical workflows, reduce variability, and enhance patient throughput.

Responsible for designing enterprise clinical process improvements that integrated people, technology, and workflow, resulting in improvement efficiency and data-driven decision-making.