manager

Hal's InformationLocation: ACME, PATitle: ManagementExperience: 12+ yearsWilling to Relocate: NoWilling to Travel: No TravelCareer Level: Senior(non-manager)Work Status: U.S. CitizenMember Since: 2012-03-21 Helpful Links

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HAL S. KLEIN

996 County Line Road • Acme, Pennsylvania • 15610

Office and Cell: 412-***-**** abp7j5@r.postjobfree.com

SUMMARY: Knowledgeable and resourceful Operations Consultant with over thirty year’s experience in providing measurable returns on internal and external services across a broad spectrum of industries and client activities in process re-engineering, Lean, Six Sigma and value stream improvement. Additional skills for working capital, human capital management, employee assessment, coaching and selection, organizational assessment, and change management; developing future opportunities and acquiring new business; increasing customer satisfaction through continuous improvement and delivering of quality products and services, for own company and other consulting organizations.

Summary of Qualifications

• Proven ability to lead projects, as well as to perform project consulting work

• Work with C-Level to first line workers as engagement requires

• Strong ability to perform work and process analysis for improvement

• Fully versed in technology interface, selecting solutions and associated requirements in engagements and Microsoft Suite

• Ability to map and analyze process flows for opportunities for improvement and savings

• Ability to provide coaching to executive, leadership, management, employees to meet project goals, and actively involve and support project driver goals and change

• Re-engineer processes in finance, customer service, production, learning and development, staffing, sales, strategic planning and organization design

• Industries include: oil/gas, finance, insurance, medical, DOD, government, aerospace, Homeland Security (NBC), life support and survival, manufacturing, electronics, technology, mergers and acquisitions

• Strong communication and relationship building skills

• Experience developing and providing validity evidence for various employment processes, including conducting appropriate empirical analysis and reporting results

• Develops and implements programs for individuals and teams based upon assessments

• Proven ability to develop and validate skill/competency models and correlating with bottom line business improvement

• Ability to perform training program evaluation techniques and methods

Sample of consulting companies work assignments

• Twenty years with global based firm (1976 to 1986)

• Senior partner of management consulting services company (1986 to present)) and contract work from 1986 to present.

Sample of Representative Client Experience

• Improve working capital

Designed new processes for supply chain financing, reduced transaction costs and fees, changed payment schedules to gain extended cash flow and eliminate penalties for cost reduction. Reduced average cost per transaction through eliminating manual processes, creating purchasing card billing cycle and extending additional DPO.

• Chemical Company, 8 NA and 5 UK facilities – Reduce costs and improve output

Led team that designed and implemented process improvements and systems for managing across all areas of the plants, supply chain, production and maintenance. Reduced downtime by 30%, improved delivery to 95% on-time, closed 6 sites and reduced overall costs by $82 million dollars.

Reduced plant shutdown and turnaround time by 25%. Improved overall capacity utilization/uptime at 3 facilities which provided an additional $30 million dollars sales opportunity during the fiscal year. as fuels, lubricants, and as feedstock in petrochemical processes that manufacture such products as plastics, detergents, solvents, elastomers and fibers such as nylon and polyesters.

• South African Chemicals – Maintenance Optimization and Systems Implementation

Designed and Implemented Facility-wide Maintenance Management System. Implemented and Integrated an Enterprise Resource Planning System (SAP) across client’s Maintenance and Operating departments. Reduced unplanned downtime 30%, reduced maintenance labor overtime by 40%, reduced direct maintenance labor cost by 18%.

• North America Refining Facility – Contract Maintenance Program

Designed and Implemented Facility-wide maintenance services contractor management process that improved contractor “wrench-time” by 40%.

• North American Chemical Processing Facility - Maintenance Optimization Program

Designed and Implemented Facility-wide Maintenance Management System increasing overall productivity by 30% in 3 months time.

• Refining, Trinidad-Tobago – Maintenance Optimization

Installed Maintenance Management Systems, trained supervisors and stakeholders for sustaining results. Reduced maintenance costs by 40%.

• US, Oil – Operational Transformation

Defined, designed and implemented operational management systems to improve performance. Improved customer service as defined by on-time delivery by 67%.

• Global – Recruiting and Retention Improvement

Completed analysis of recruiting and retention processes, policies, roles, and systems. Defined gaps and implemented improvements that resulted in improved employee retention by 40%, that saved over 3 million dollars annually.

• Steel Tube Industries– Reduce Change Over Time and Maintenance Cost Reduction

Designed and Implemented Facility-wide Maintenance Planning, Scheduling and Management Systems. Identified and Implemented a Yield and Quality Improvement Initiative. Reduced Plant shutdown and turnaround time by 45%. Improved overall capacity utilization/uptime at 2 facilities which provided an additional $80 million dollars sales opportunity during the fiscal year.

• Steel – Maintenance Optimization and Systems Implementation

Designed and Implemented Facility-wide Maintenance Management System. Implemented and Integrated an Enterprise Resource Planning System (SAP) across client’s Maintenance and Operating departments. Reduced unplanned downtime 40%, reduced maintenance labor overtime by 60%, reduced direct maintenance labor cost by 32%.

• Australian ustries Facility – Contract Maintenance Program

Designed and Implemented Facility-wide maintenance services contractor management process that improved contractor “wrench-time” by 60%.

• United States Medical Call Center Increase Response Time, Availability, Customer Satisfaction and Cost Reduction

Designed and implemented systems for managing to measure individual and group performance, developed call center scheduling with staffing based on forecasts. Increased response time by 36%. Improved overall capacity utilization and availability at 2 centers which provided a $20 million dollars reduction in service costs.

• United States Medical Insurance and Financial resources – Throughput and Cost Reduction

Designed and implemented systems for managing to measure individual and group performance in underwriting to policy, developed improved scheduling with staffing based on sales forecasts by 35%. Increased response time by 27%. Improved overall capacity utilization by 58% and availability by 42% which provided a $20 million dollar decrease in bottom-line costs for life sales

• Computer Corporation– Throughput and Cost Reduction

Designed and implemented Help Desk Planning, Scheduling and Management Systems. Identified and Implemented a Yield and Quality Improvement Initiative. Increased availability time by 25%. Improved overall ticket close rate by 62% at 13 facilities which provided an additional $40 million dollars opportunity to service other clients.

• United States Insurance: Led the delivery, designing, training and restructuring of a 4,500 associates to align the organization with its strategic plans. The client achieved a continuing $20 million R.O.I. at the end of the first year from the restructure.

• Learjet: Managed the design, training and restructuring of all functions and levels across a global aerospace manufacturer. Results included developing new selection process, compressing grades, selecting new C-level leaders, and vertical teams. Redesigned functional structure that impacted cycle time from an average of 25 months to delivery, down to an average of 18-months to delivery.

• Global Pharmacutical: Led the delivery of a Global organization design, training and implementation that involved over 18,000 employees. The process included functional combinations to support concurrent development and reduction of levels to compress decision times and increase production by 28%.

• Other projects: call centers, sales increase focus, market share increase, cost reduction, mining (surface and below ground), DOD, state government, law and public safety departments, strategic planning for various industries.

Sample of Other Representative Client Experience

Education

Ph.D. in Industrial and Organizational Psychology

Pennsylvania State University

Masters Degree in Behavioral Sociology

Carlow College

Bachelor's Degree in Behavioral Sociology

Carlow College

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