CHAD WHITLOCK, MBA

***** ***** ***** ******, ******** UT 84096 801-***-**** ac1qqt@r.postjobfree.com

OPERATIONS MANAGEMENT EXPERT

INCREASES EFFICIENCIES IN SERVICE, PRODUCTION, AND IT

INNOVATIVE LEADER PROGRAM DEVELOPMENT LEAN SIX SIGMA OPERATIONS STRATEGIST

Operations strategist uncovers and remediates production lags and reforms organizational effectiveness and profitability.

With experience across multiple product categories and verticals, delivers profound process improvements.

As visionary leader, aligns large budgets and cross-functional teams to organizational goals for growth.

Executive Leadership Large Scale Organizational Change PMO Leadership Project Planning Distribution KPIs

Continuous Improvement Quality Management Performance Management Strategic Decision Making Problem Solving

Business Strategy Lean Six Sigma Statistical and Financial Modeling Inventory Management Supply Chain Management

Resource Assessment and Allocation Cost Management Budgeting Quality Standards Program Strategy

EXECUTIVE EXPERIENCE

Director / Operations Excellence Consultant 2013–2016

Utah Governor’s Office Salt Lake City, UT

Recruited away from Overstock to enhance State operations for the Governor’s Office. Streamlined and remediated inefficiencies, influencing and improving organizational behavior for 11 state government agencies and their associated 8000+ employees.

REORGANIZED AND STRUCTURED OPERATIONAL STRATEGIES AND MANAGEMENT OF STATE DEPARTMENTS

Created culture of continuous improvement and innovation across 11 different state departments.

Designed and implemented new programs focused on increased effectiveness and quality.

Identified KPI; benchmarked operations and customer satisfaction.

Established, trained, and led 15 continuous improvement teams

Managed $77M budget.

Designed and implemented continuous improvement initiatives centered on Lean Six Sigma, Theory of Constraints, and Throughput Operating Strategy. Standardized tracking and priority approaches; trained on improvement strategies and methods at executive, professional, team, and labor levels.

Invited to role from Governor’s Office to direct and reorganize fleet management within Department of Administrative Services, subsequent to damaging and revealing audit results for organization overseeing 4583 vehicles, 65 staff, 29 fuel depots (18.8M gallons dispensed), and $77M budget. Immediately cut expenses $5.4M and identified an additional $16M–$18M in reductions. Instituted best practices and new KPIs for department's operations and inventory processes.

Established and led rapid improvement initiatives around asset and facilities maintenance, producing $2.6M reduced maintenance, 11% reduced pollution and aged asset counts. Restructured vendor performance KPIs and shifted project management strategies from traditional waterfall to CCPM methodology.

Formed financial teams that captured strategic business flows and benchmarked associated costs, resulting in surplus resources of 3 FTE and $750K in the IT department. Changed technical project management strategies to Agile methodology while establishing KPI. Increased collections revenue from $500K to $2.2M per year

Implemented KPI and program changes for engineering, science, health, and human services programs to align with evidence based continuous improvement.

Moved state crime labs from bottom performance quartile to top quartile in the nation.

Led Utah Highway Patrol teams in Lean and simplification efforts which resulted in the added equivalence of 5 state troopers and produced an11% increase in DUI arrests.

RE-ENGINEERED SUPPLY CHAIN AND LOGISTICS PLAN FOR $400M BUSINESS UTILIZING LEAN INVENTORY, THEORY OF CONSTRAINTS AND AGILE TOOLS

Identified $20M excess inventory.

Avoided $6.3 M in infrastructure and resource costs.

Saved $700K through resource reallocation and performance.

For Utah Department of Beverage Control, created turnaround strategy to improve supply chain management, ordering, inventory management, and delivery; plan was 100% and immediately adopted by Governor’s Office.

Implemented lean inventory management and strategic warehouse management system. At store level, evaluated local inventories to balance warehouse and shelf requirements. Identified $20M excess inventory (with overall expectations of eliminating $41M identified to date). Cut cycle count requirements from monthly to quarterly and implemented customer satisfaction strategies.

Increased lab throughput by 84%, eliminated backlogs within DNA, fingerprinting, and Serology sections

Delivered gap analysis on IT infrastructure, identifying risks in agency systems. Developed and implemented mitigation plan and measurements improving monitoring and reporting. Established visual management and dashboards.

Sr. Business Process Analyst 2013

Overstock.com, Salt Lake City, UT

Analyzed supply chain and warehousing operations, leading to identifying wastes and constraints. Recommended improvements with associated cost analysis and timelines. Led improvement initiatives leveraging Agile methodology.

OVER 6 MONTHS, IDENTIFIED AND ELIMINATED $1.2M IN SUPPLY CHAIN COSTS FOR $200M BUSINESS.

Rebuilt lost-package process, creating methodology to reclaiming $600K in delivery service costs from missing packages.

Identified and eliminated $618K in excess supply chain costs across 9 vendors.

Delivered cost / benefit analysis as point on Kaizen and Kanban initiatives. Worked with multiple levels and internal organizations to ensure successful completion of lean initiatives using Agile project management.

Consultant, Business Development 2011–2012

Consultant, Layton, UT

Consulted with business clients, such as Portolla, Olson Data Systems, TGG, and Utah Transit Authority. Focused on market growth, strategic performance management, process assessment work, and supporting business with technology.

Delivered IT and supply chain projects using Agile methodology. For example, with Portolla, improved processes for manufacturing chain by reducing excess and unsellable product, resulting in $500K saved.

Initiated efforts utilizing SMED, standard work, gap analysis, DMAIC / PDCA, VSM(I), 5S, and other continuous improvement tools.

ADDITIONAL EXPERIENCE

IT Business Manager Treasury Management Product Implementation Manager, Zions Bancorporation, Salt Lake City, UT, 2007–2011. Coordinated management of multiple strategic and organizational projects resulting in $1.5M process improvements, with $1.1M additional savings pending. Implemented and managed organization's first business process management systems (BPMS) program. Initiated lean projects using Kaizen, 5S, VSM, and training events. Led development and consultant team of 10. As treasury management product implementation manager, turned around projects and business units. Implemented Kanban systems for ACH, wires, and deposit teams and executed LSS project initiatives saving $1.1M. Identified $107K missed revenue for Lockbox product. Slashed account setup times by 90%, account maintenance requests turnaround times by 75%, and account closure times by 99% for major product offering. Achieved $1.3MM IT in process improvements and placed $1.3MM additional savings on deck as active projects.

Indirect Sourcing Manager IT Client Service Manager (Customer Relationship Management System), General Electric Healthcare Surgery OEC, Salt Lake City, UT, 2000–2007. Managed $64M cost budget for $500M medical device business, with $3M cost reduction realized in 2006 alone. Developed and implemented specific indirect commodity suppliers, procurement process, and IT infrastructure, to achieve business goals, with complex, global contracts. Reduced supply costs through negotiation, process changes, and removal of cost drivers. Led design and implementation of automatic freight billing program, resulting in $900K savings via custom Oracle iProcurement application. Developed and implemented warehousing strategy for raw materials and finished goods that returned 10% efficiency gains ($50K) and $480K outbound freight savings annually. Restructured demo program, cutting field demo inventory 50% ($2M) and nearly eliminating damage to demo products. As IT client service manager, analyzed customer relations management (CRM) system and interfacing applications for FDA 21 CFR Part 11 compliance. Led CRM project that eliminated $1.2M annual discrepancy in billing, reduced attendant billing cycle by 52 days, and maintained consistency with IT and process systems.

EXECUTIVE DEVELOPMENT

Master of Business Administration, Organizational Change and Development, Westminster College, Salt Lake City, UT. Graduated with highest honors.

Bachelor of Science, Sports Medicine, Brigham Young University, Provo, UT.

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