Supply Chain Six Sigma

Ken L. Flaherty

**** ******* **. ( Oceanside, California 92057

760-***-**** home ( 858-***-**** work ( ********@***.***

OBJECTIVE

Operations Director

SUMMARY

MIT trained executive! Innovative and results-driven leader focused on

achieving exceptional results in environments that demand continuous

improvement. Proven record of successfully implementing improvement

initiatives that achieved the highest levels of productivity and

efficiency. Experience includes:

Lean Six Sigma Deployment Project Management

Operations Management

Leadership/Personnel Mgmt.

Supply Chain Management Training and

Development

ACCOMPLISHMENTS

Lean Six Sigma:

> Consistently increased production, reduced operating costs and improved

product quality by utilizing World Class Manufacturing concepts (lean

manufacturing, six sigma, theory of constraints, etc.) to

optimize/rationalize manufacturing processes and supply chain networks.

> Established, led and directed San Diego's largest aerospace operational

excellence program that was recognized as the center of excellence by

corporate bench mark standards. As a Master Black Belt, successfully

completed over 20 projects using scientific problem solving methods that

yielded a return on investment of over 18.8 million dollars. Trained and

mentored Project Sponsors, Black and Green Belts.

> Reinvigorated corporate best practices by developing Key Process

Indicators (KPIs) and balance scorecards that delivered over $23 million

in operational savings in the first year; reduced non-direct spending 7%.

Operations Management:

> Led planning, logistics, engineering, and artisan teams in the

development of an aerospace components scheduling and communication

execution strategy. By setting laser focused priorities and executing

critical target benchmarks a 50% reduction of cycle time and 99 percent

first pass yield was achieved, resulting in 1.3 million in cost

savings/avoidance for indirect and direct labor.

> Fostered relationships between department heads through meticulous Sales

and Operations Planning. Instrumental in generating $3 million

additional annual sales.

> Transformed a poorly performing organization into high performance teams.

Eliminated $4 million Cost of Poor Quality (COPQ) variance, and

continuous improvement initiatives resulted in further reducing COPQ

approximately 3% annually.

Supply Chain Management:

> Spearheaded enterprise integration by leveraging supply chain

synchronization across regional and international retail, wholesale, and

manufacturing competencies which created value added processes that

slashed capital spending by 15%.

> Oversaw a $20 million budget, 6 distribution centers, 5 customer service

centers, and 5 cross-docking sites. Managed the design and construction

of two build to suit distribution center buildings.

> Introduced a robust transportation management system that optimized

routing and automated the freight payment process. Created a world class

reverse supply chain.

Project Management/Integration:

> Cultivated 15 high performance work teams of 4-6 diversified personnel in

the daily execution of assigned projects, ensuring critical milestones,

such as cost, schedule, and implementation performance measures were met

on time or ahead of schedule. Successfully executed a highly profiled

merger between two DOD agencies on budget, on-time, and with seamless

transparency.

> Recipient of the prestigious Admiral Stan Arthur Award for Logistics

Excellence.

Leadership/Personnel Management:

> Successfully managed and directed over 300 employees in the most

stressful and arduous wartime conditions through servant leadership and

exemplary performance. Recognized and lauded by constituents and peers

as a dynamic leader who possesses the right balance of skills to

successfully motivate and lead people. Provided leadership that

maintained employee engagement through a period of significant change.

Training and Development:

> Recognized and sought after professor of business management at the

University of Embry Riddle Aeronautical University and University of

Maryland. Developed several indigenous competency based training programs

that were replicated worldwide.

WORK HISTORY

Sr. Business Manager Process Improvement (Business Program Mgmt.) (HD

Supply) 2008- PRES

> Spearheaded and developed a successful Lean/ Process Improvement program.

> Meticulously executed a post integration of a 450M merger. Hand selected

to lead the transformation of ERP (Enterprise Resource Planning) systems

from Oracle to SAP. Successfully transformed Business Intelligence

through an intensive and rapid transformation.

> Successfully managed the daily productivity of over 2,000 employees;

ensuring key production staffing ratios are within tolerance. Corporate

liaison between Distribution, Operation, Supply Chain, and Sales.

Lean Six Sigma Director (Naval Aviation Fleet Readiness Center)

2005 - 2008

> Championed and led numerous process improvement initiatives that have

dramatically created value added back to internal and external customers

bringing tangible return on investment for all stakeholders. Responsible

for identifying opportunities for re-engineering, breaking down barriers,

and instilling a culture of continuous process improvement.

Chief Financial Officer/Logistics Director (USS John F. Kennedy)

2003 - 2005

> Chief Financial Officer for 5,000 personnel. Managed $54 million annual

operating budget, $340 million in aviation and marine engineering/weapon

system inventory.

> Senior logistician responsible for operational readiness, supply chain

effectiveness and efficiency including aircraft supply and maintenance

availability. Developed the strategy to migrate the multiple business

units into the cohesive networks that maximized the customer synergies on

both cost and service.

Director of Logistics, Naples, Italy

2001-2003

Responsible for all facets of logistical support to 10 operating

submarines in the Mediterranean theatre, including contract support,

inter support agreements to under third world infrastructures and all

operating budgets valued over 80 million dollars annually.

Reduced order cycle time by 50%, and improved on time delivery

performance to 99.5% through the leadership of a new continuous

replenishment strategy.

Cut transportation costs by 9 % through the introduction of a competitive

strategic sourcing process and a carrier compliance program that

evaluates all KPIs of the transportation providers.

Director, Aviation Logistics, Italy

1999 - 2001

Full operational responsibility for physical distribution,

transportation, and customer logistics in Southern Europe with an annual

spend of $120 million supporting sales of $2.5 billion.

Achieved $10 million savings by successfully integrating two Defense

Logistic Agency physical distribution center's in Europe.

Eliminated $25 million in excess material spending that supported an

aggressive capital re-investment strategy.

Education

Doctorate of Business Administration (DBA), Alliant International

University

Graduate Senior Executive Management Program, Massachusetts Institute of

Technology (MIT), Sloan School of Business, Cambridge, MA.

M.S. Business Management /Human Resource, Chapman University, Orange, CA

(3.65 GPA)

B.S. Workforce Education and Development, Southern Illinois University,

Carbondale, IL (3.94 GPA)

Profession Certifications/Education

> Certified Master Black Belt in Lean Six Sigma, Air Academy University,

Colorado Springs, CO

> Certified Black Belt in Lean Six Sigma, Air Academy University & American

Society for Quality

> Certified Purchasing Manager (C.P.M.)

> Project Management Program, Boston University

> Certified Business Management Professor, University of Maryland and Embry

Riddle Aeronautical University

> Certified ISO 9001:2000 Lead Auditor

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