David W. Young, PMP
*** ********* ***** ( HUNTERSVILLE, NC 28078 ( abmqpl@r.postjobfree.com (
PROCESS IMPROVEMENT PROFESSIONAL
Accomplished Six Sigma Black belt professional with significant experience
leading projects and teams, targeting total cost reduction through process
improvement and vendor negotiation. Demonstrated success in developing
systems, processes, and methodologies to reorganize company operations,
increase revenues, and improve profit performance. Proven ability to plan
and execute complex service delivery plans by leveraging planning,
organizational, teambuilding, leadership skills, as well as Lean Six Sigma
tools and techniques.
CORE COMPETENCIES:
Statistical Analysis
Cost Containment
Change Management
iGrafx Process Mapping
Contract Negotiations
Project Management
HelixPLAN Facilitator
Supplier Relations
Coaching & Development
Professional Experience
PROCESS IMPROVEMENT MANAGER, May 2004 - Present
WELLS FARGO & COMPANY FORMERLY WACHOVIA BANK - CHARLOTTE, NORTH CAROLINA
Wells Fargo & Company is a diversified financial services company
providing banking, insurance, investments, mortgage and consumer
finance through more than 10,000 stores, 12,000 ATMs, the internet and
other distribution channels across North America and internationally.
Responsible for identifying process improvement opportunities and
solutions that improve quality, customer satisfaction, productivity, or
reduce cost. Involved in full lifecycle project management activities
including determining scope, identifying sponsors and setting project
timeline, and potential benefits. Led the Six Sigma (Green and Black
Belt) and Lean Certification Training strategy for the division.
Provided Ad Hoc analysis for various Operational units.
Selected Accomplishments:
> Provided support to Six Sigma projects with over $35 M in realized
savings (Cost Avoidance and Cost Reduction). Provided coaching and
support to 52 Operations associates that were certified as Six Sigma
Green Belts.
> Completed thorough analysis including Industry trends, competition,
alternatives, financial justification, and recommendations.
Estimated that Wachovia could achieve an annual savings of
approximately $11.4M, if operations were brought back in house.
> Successfully negotiated contractual concessions of approximately
$3.75M per year over 4 years from ATS vendor.
> Defined requirements and developed a Barcode solution for Money
Centers resulting in improved efficiency and process controls for
large dollar deposits. Improved the receipt process, which
expedited work to the production floor and increased the processing
window, eliminating the need to hire additional processors.
> Six Sigma Black Belt Project: Reduce average speed to answer for
the high dollar verification call center team.
SITE INFORMATION TECHNOLOGY DIRECTOR, July 2001 - July 2003
SENIOR PROJECT MANAGER, January 2001- July 2001
CELESTICA INC. formerly MANUFACTURERS SERVICES LTD, Charlotte, North
Carolina
Celestica Inc. (Celestica) operates a global manufacturing and supply
chain network. It provides end-to-end product lifecycle solutions to
OEMs in the communications, consumer, enterprise computing, industrial,
aerospace and defense, alternative energy and healthcare sectors.
As Project Manager, prioritized and coordinated planning,
communications, resources, scheduling, budgeting, tracking and control.
As Site IT Director, managed the delivery of Information Technology
Services at a manufacturing and fulfillment center. Fiscal
responsibility for site budget of $5M as well as leading staff of 17
full time IT professionals and contractors.
Selected Accomplishments:
> Managed the development of a $384K Custom Order Interface linking
Celestica to IBM's SAP.
> Green Belt Project: Led cross-functional team to recover $1.69M of
aged Account Receivables; identified gaps in process and
reengineered process to eliminate exposure to future A/R losses.
> Managed collaboration with business partners and Corporate IT to
develop documented standards and procedures for application
development and operational performance.
> Overhauled outdated, unsupported Inventory Storage and Retrieval System.
Oversaw the successful implementation of new system which consisted of
hardware, operating system and database upgrades to 2 RISC systems, as
well as implementation of automated redundancy and fail over.
> Served as a ISO 9002 and ISO 14001 Council Member for the facility.
Provided communication and training on IS certification requirements and
conducted internal site audits.
SYSTEM DEVELOPMENT LEADER, January 1999 - December 2000
SPRINGS GLOBAL US, INC FORMERLY SPRINGS INDUSTRIES INC, FORT MILL,
SOUTH CAROLINA
Springs Global US, Inc., is the world's leader in the branding, design,
marketing and manufacture of decorative home products, supplying major
retailers with a diverse portfolio of some of the most legendary and
recognized home brands in the world.
During a 2 year project, led the development, testing and training for
the implementation of the PkMS Supply Chain system. Monitored and
reported project performance to Senior Management and worked with
vendor on system changes.
Selected Accomplishment:
> Successfully implemented PkMS Supply Chain system in several
Springs Industries facilities on budget and on time.
BUSINESS PROCESS IMPROVEMENT CONSULTANT, August 1995 - January 1999
OPERATIONS MANAGER, JUNE 1992 - AUGUST 1995
FEDERAL EXPRESS CORPORATION, CHARLOTTE, NORTH CAROLINA
Federal Express (FedEx) provides customers and businesses worldwide
with a broad portfolio of transportation, e-commerce and business
services. Consistently ranked among the world's most admired and
trusted employers, FedEx has more than 290,000 employees and
contractors.
As Business Process Improvement Consultant, analyzed, recommended and
assisted management with implementing processes that improved
productivity, services and reduced costs.
As Operations Manager, managed all aspects of the $40M Service Center
operation including leading a diverse group of 165 full and part time
employees. Won multiple Leadership and Service Excellence awards.
Selected Accomplishments:
> Ensured routing and scheduling of all trucks and aircrafts across 6
districts positively influenced key Southern Regional Quality
Metrics including On Time delivery, Misrouted packages and
Expedited expense.
> Identified ways to improve key performance metrics in all
Operations Units (Delivery Efficiency, Sort Productivity, On-Time
Delivery, Scan accuracy, etc)
> Led Reengineering efforts in NC, SC & TN Markets (22 Locations)
resulting in $3M in annual savings.
Education
Master of Business Administration, May 1994 - University of North
Carolina
Bachelor of Science, Management & Information Systems, December 1988 -
Iowa State University
Certified Helix Facilitator * Certified Project Management
Professional * Six Sigma Black Belt