Frank A. Schneider

*** ********** *****, *******, ** 15367 ? Cell 724-***-**** ?

abk5xy@r.postjobfree.com

http://www.linkedin.com/in/frankaschneider

Director - operational excellence

Global Lean & Six Sigma Innovation and Implementation / Manufacturing

Optimization

Global OpX leader with over ten years of multi-site experience in

manufacturing, financial services, pharmacy, healthcare, and professional

services operations for Fortune companies - GE, Kraft Foods, Harley-

Davidson and Abbott Labs. Highly recognized for consistent success in

developing innovative systems, processes, and procedures to streamline

operations, contain costs and enhance profit performance.

Visionary with exceptional ability in navigating change, anticipating

company and customer future needs and implementing Lean and Six Sigma tools

and tactics and in blending other process improvement approaches.

Core Competencies

Kaizen & Lean Leadership & Global Site Improvement

Manufacturing Communications

Change Management Continuous Process Technical Proficiency

Improvement

Value Stream Mapping Total Quality Management Cost of Poor Quality

(VSM) (TQM) (COPQ)

Teaming & Collaboration Cost Containment & Control Expense & Cost Reduction

Supply Chain Optimization Project Planning & KPI Performance

Execution Indicators

Professional Experience

Development Dimensions International (DDI)

2005 to present

World leader in talent management that helps the most successful companies

close the gap between where their businesses need to go and the talent

required to take them there.

Executive Coach (2009-present)

Mentor executives to realize their leadership potential in support of

succession management and development for CEO and senior management for

Fortune 100 organizations.

. $405B leading world retailer, serving 200 million times per week, under

55 different banners in 15 countries.

. $25B technology and innovation leader specializing in government markets

throughout the world, including defense and homeland security.

North American Operations Manager (2005-2009)

Managed international executive assessment center operations with process

improvements supporting revenue growth from $17M to $35M. Led 100 direct

and indirect reports across 10 locations and served as corporate entity to

12 international locations. Acted as global head for entire business unit.

. $2.1M in realized revenue after creating and leveraging global capacity

system infrastructure and management; providing individual international

locations to access capabilities of other global locations. Involved

developing and deploying technology and processes plus facilitating

global network of capabilities to engage worldwide capacity across five

continents

. Reduced per unit cost of delivery by 28% and decreased process cycle-time

by 41%, allowing DDI to win over competitor's largest client, Walmart,

resulting in $2+M in annual recurring revenue. Reduced cost through

implementation of lean processes and cost-effective sourcing strategies.

Walmart Project received the 2009

Team Excellence Award.

. Contributed $1.9M in cost savings in 2009 for DDI through effect global

project implementation resulting in project profitability improvement

from 52% to 63%. Engaged global partners in development and deployment

of streamlined systems and process across multiple delivery functions,

reducing cycle-time, improving quality and profitability.

Coordinated Care Network

2003 to 2005

CCN provides specialized 340B pharmacy services and case management

services to underserved populations.

Director of Operations

Recruited to provide advanced manufacturing processes for pharmaceutical

business in support of a physician dispensing network. Managed 35 direct

reports, including pharmacists, technicians, HR, IT and support staff.

. Catapulted revenues from $150K to $1.3M in two-year time frame for

upstart pharmacy operation, creating cost effective supply chain between

multiple locations linked to wholesaler distribution. Implemented lean

processes eliminating non-value activities and created production flow

within pharmacy.

. Increased prescription volume by 700%, implementing lean operating

process and integrated supply chain management systems allowing company

to build scalable mail order operations capable of handling 14,000

prescriptions monthly.

. Decreased processing cycle time by two-thirds and increased inventory

turns from 4 to 36, eliminate work-in-process line, balanced workflow,

EDI application, and implemented 5S lean process techniques.

American Innovative Management Group

2000

to 2003

1991 to 1998

Advanced management consulting firm specializing in lean technology

implementation across all industries.

Vice President of Operations

Charged with directing lean manufacturing applications, six sigma and

continuous improvement based upon Kaizen.

. Grew revenue by 200%, improving company capabilities in areas of

analysis, concept generation, proposal development, resource allocation,

project management and results analysis. This implementation produced a

more sophisticated style around lean six sigma methodology allowing

company to engage Fortune clients such as Harley-Davidson.

. Turned around performance of Vogt Valve Company, $60 million manufacturer

from $2M per month loss to position of sustainable profitability in 18

months through implementation of lean principles, identification and

eradication of systems constraint, deployment of process controls,

elimination of non-value added activities, and conversion to pull

systems.

. Increased productivity by 20% and on-time delivery performance by 90% for

McQuay International, introducing and implementing an approach to manage

by product line in heavily engineered-to-order environment which

eliminated department silos that hindered quick response to manufacturing

needs.

. Turned around client relationship and secured $1.5 million of additional

revenue. After being installed as engagement manager, evaluated situation

by listening to client and conducting thorough needs assessment. Cast

needs against failed approach and with client's support engaged operation

in collaborative approach. Achieved original commitments and facilitated

project for years of continued work.

. Reduced operational cost at GE Aircraft Engines, Service Component

Division by $500K through deployment of cellular manufacturing practices,

visual management technique, and closed looped management system.

Introduced key performance indicators for cost, quality, service and

speed and instituted continuous improvement process.

Earlier Career History: The Todd Organization of Pittsburgh, COO (1998-

2000); Logistics Management Corporation, Staff Consultant.

Education / Certification / Training

Bachelor of Arts in Communications, Kent State University, Kent, OH

Lean Six Sigma Black Belt Certification, Villanova University, July 2010

Associations / Presentations

American Society for Quality and The Association for Operations

Management (APICS)

American Concrete Pipe Assn. - Application of Lean Principles in the

Concrete Industry

Alpern Rosenthal Client Forum - Principles of Continuous Improvement

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