Project Manager Management

FRANK NIBLEY

Sr. Business Process Manager/Consultant

Experience Summary

Results-driven Business Transformation Manager with 20 years of highly

effective experience in delivering cost, quality and customer satisfaction

improvements across a diverse range of industries. Domestic and

international experience includes business process improvement initiatives

realizing millions of dollars in savings within aerospace, manufacturing,

telecommunications, health care, defense, law enforcement, banking, and

other high tech industries. Expert facilitator able to synthesize diverse

ideas and win cooperation at all levels. Consistently recognized by senior

leaders, peers, and clients for innovative program delivery that routinely

exceeds service level and key performance targets. Strong program/project

manager with rapid situation assessment, in-depth technical knowledge.

Exceptional motivator with strong verbal communication skills.

Roles: Skills Inventory:

Strategic Planner Business Performance Transformation

Executive Coach

Project/Program Manager Strategic planning

Business Process Reengineer Lean/six sigma

Business Manager ISO 9000

Change Manager Business process reengineering

Performance metrics & goals

Industry Application:

Financial Services Workforce Development

Telecommunications

Aerospace Executive and management coaching

Manufacturing/Hi Tech Organizational change management

Professional Services Communication planning & execution

Federal Government & Federal Law Training design, delivery and

Enforcement development

Tools/Methods: Project Management

Business Process Management (BPM)

Business Process Reengineering (BPR) Business case development

Lean Six Sigma Project leadership

Statistical Process Control (SPC) Resource estimation & allocation

Total Quality Management (TQM) Relationship & service level management

Quality Function Deployment (QFD) Risk/issue management and mitigation

Organizational Design and Restructuring

Strategy Maps & Balanced Scorecard Process Analysis & Design

Key Competencies: Capture voice of the customer utilizing

High integrity, follow through and Quality Function Deployment (QFD)

detail orientation methods and tools

Ability to build trust and to quickly Process modeling of "as-is" & "to-be"

establish credibility Define & analyze data requirements &

Ability to work independently-take relationships to formulate as-is/to-be

initiative scenarios affecting business success

Flexible style and approach Gap analysis & new solution development

Well-organized with the ability to Optimize business systems

handle multiple projects Benchmarking and best practices

Well-developed verbal and written

communication skills

Collaborative team building skills

Education & Certifications:

University Of Hawaii - BA, Psychology

ISO 9000/9001 Lead Auditor Certification

with British Standards Institute (BSI)

TTI PIAV - Certified Professional Values

Analyst (CPVA)

TTI DISC - Certified Professional

Behavioral Analyst (CPBA)

Coaches Training Institute (CTI)

Advanced Professional Coaching

Certification

FAA Private Pilot, 1991

FRANK NIBLEY

PROFESSIONAL EXPERIENCE

Waypoint Consulting Group llc (2006 - Present) Washington, DC

Partner/Managing Director

Co-founded boutique consulting firm providing Federal clients with

strategy, operations, organizational design, business process reengineering

and human capital management consulting services. Managed company P&L,

strategic partnerships, government contracts and oversight to GSA schedule

procurement and compliance. Provided leadership and hands on operational

support to project engagements.

United States Capitol Police, Washington DC

. Served as Project Manager and led Chief of Police and command staff

through assessment, structure and planning phases for enterprise wide

operational improvement initiative

. Structured benchmarking strategy and plan to collect and incorporate

best practices from other federal law enforcement agencies: (FBI, CIA,

Secret Service, Department of State)

. Led and facilitated reengineering teams through detailed process

redesigns of all 68 sworn operational processes to support consistent

& effective security at the United States Capitol complex

. Supported development of staffing analysis and workforce modeling to

reorganize Department and support newly designed processes

. Established department - wide process owner steering committee

chartered to realign processes with USCP's strategic objectives,

threats, and operational priorities. Led process redesign teams to

develop new and standardized policies, procedures, responsibilities

and metrics for the Department's core training processes

Project Results: The Department's operational and training processes are

aligned to the mission; eliminating non-core mission activity and

achieving 1st year operational cost savings of $5.3 million. The

Department continues to make more effective decisions related to resource

planning and security by having defined processes and staffing levels

aligned to mitigating risk and vulnerability. These results were

supported in separate findings conducted by the GAO in December, 2008.

NAVAIR: V-22 Training Organization

. Served as Project Manager and led V-22 training & acquisition teams

through detailed reengineering of all business processes

. Identified business and technical requirements and coordinated with

3rd party vendor to design and configure supporting IT solutions

. Developed implementation plans, metrics, scorecards and process

management review process

. Provided regular reviews and project reports to senior leaders,

warfighter, commanders and process owners

Project Results: This project led to significant cultural transformation

and realignment of organizational processes across the V-22 organization.

Newly designed V-22 training system now considered "program of record"

and is currently being migrated to other aviation platforms across Marine

Corps/Naval Aviation.

INTEGRATED PROCESS SOLUTIONS (1999-2006) San Jose, CA

President/Senior Consultant

Responsible for all aspects of project engagements including executive

client management, project planning, coordination, implementation, quality

control, risk mitigation, results documentation and contract close out.

SDL Incorporated/JDSU

. Led SDL's newly formed Executive Leadership Council chartered to drive

major reengineering efforts across supply chain operations in

preparation for merger and buy out with JDS Uniphase

. Developed balanced scorecard to direct performance reviews and

prioritize reengineering projects

. Served as project manager and led 3 high priority improvement projects

comprised of personnel from R&D, marketing, engineering, supply chain,

logistics, human resources and manufacturing organizations

Project Results: Key operational processes were redesigned and improved.

Reengineered DFM business process improved communications and

coordination between marketing, engineering and manufacturing

departments. Shop floor quality improvements realized (5% - 8% yield

enhancements on primary product lines) enhancing company's competitive

position to reach market in less time for emerging fiber optic products.

Anritsu Company

. Conducted and led strategic planning with CEO and executive team to

develop shared vision for operational excellence initiative

. Designed and developed tools, approaches and structure comprising the

company's continuous improvement and process redesign methodology

. Delivered applied training to 350 employees/managers/leaders from

engineering, HR, finance, manufacturing departments in process

improvement tools and methods. Served as CPI process owner and

led/facilitated 11 reengineering project teams within 2 major

divisions

Project Results: Manufacturing efficiency gains led to significant

capacity increases resulting in additional potential for $30.0 million

revenue per year, 60% reductions in finished goods inventory, first year

failure rate reductions of 20% and manufacturing lead time reductions of

83%. Pilot teams within Telecom and Microwave Measurement Divisions

returned over $1.0 million in cost savings in 1st year.

LEEMAK, INC. (1988-1999) Fremont, CA

Director/Senior Consultant

Responsible for program strategy, coordination, implementation and control

of projects. Key responsibilities included project management and

design/implementation of standards, tools, processes & procedures.

Provided management, supervision and performance reviews to consulting

staff, process owners and cross functional teams.

Texas Instruments

. Managed and led reengineering projects focused on asset management and

capital acquisition within the Defense Systems and Electronics Group

(DSEG)

. Designed and deployed strategy deployment process to cascade corporate

objectives and metrics to workforce and self directed work teams

across 6 manufacturing sites

. Designed management level metrics and scorecard utilizing Oregon

Productivity Matrix (OPM) and aligned measurements and goals with all

site operations and teams

Project Results: Projects streamlined asset management organization and

business processes, consolidated inventory sites, eliminated all excess

and obsolete inventories from asset pool, reduced procurement cycle times

by 400% and increased equipment utilization resulting in over $9.2

million savings.

Space Systems/Loral

. Led reengineering efforts to design and implementation of new

processes within spacecraft engineering directorate. Redesigned

configuration management, bill of materials, solar panel array and

satellite propulsion fabrication processes

. Led concurrent engineering redesign project on Intelsat III satellite

program utilizing CPD best practices to support better coordination

and hand offs between manufacturing and engineering departments

. Led and supported operations directorate with end to end reengineering

of all marketing, inventory and shop floor management systems within

Multiplexer (Mux) Operations

Project Results: Mux lab realized cost savings of $30.0 million and 8x

revenue increase to $65.0 million over 3 years. Spacecraft engineering

projects returned 10% savings of non recurring costs and reduction of

cycle time for the configuration documentation drawings process from 24

months to 12 months.

Seagate Technologies - Offshore Mfg Operations

. Conducted plant-wide operational assessment 35,000 person facility.

Utilized process maps to document "as-is" processes. Conducted time

and motion studies to validate prior industrial engineering findings.

Analysis results presented to executives in Asia and US leading to

organizational restructuring and significant overhead reductions to

offshore operations

Western Digital Corporation (LSI Division)

. Co-led the creation of LSI's worldwide continuous improvement program

roll out. Mentored process owners and led reengineering and cycle time

reduction pilots in Singapore, Malaysia and Irvine, CA. Programs

resulted in significant quality and productivity improvements within

hard drive and semiconductor operations

Other clients: Cisco Systems, Flextronics International, Raytheon

Corporation, Xcel/Exar Microelectronics, National Agility Forum, Motorola,

Varian Corporation, Nellcor Puritan Bennet & Applied Materials

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