Six Sigma Project

Richard L. (“RL”) Petty Jr.

Houston, Texas

*******.*****.*****@*****.*** LinkedIn: linkedin.com/in/richard-r-l-petty-jr-a120751

Career Summary:

As a Lean Coach, Six Sigma Black Belt, Change Counselor and Project Manager, I’ve effectively analyzed business needs and produced measurable results for industries, including: Technology, Medical, Finance, Marketing, Manufacturing, Aviation, Utilities and Oil & Gas.

My methods and techniques incorporate EMPLOYEE ENGAGEMENT with industry best practices to provide measurable solutions for non-routine and multi-faceted problem: Eliminating WASTE, Engineering quality and ACCOUNTABILITY, including the EXECUTION of enterprise-wide change management initiatives

I’m committed to collaboration and the application of indigenous knowledge, a methodical framework, the application of FORCE MULTIPLIERS to align sustainable improvements with employee skill sets and organizational objectives.

Unipart Expert Practices - www.unipartconsulting.com - UK-Based, LEAN consulting firm

Lean Coach Practitioner, CLSSBB – (04//11/2016 to present) – Weekly travel (from TX) to MA, RI and NY

Serving in a Coaching, Mentoring and Project Management role:

Influencing formal and informal clients in accepting The Unipart Way, as a comprehensive solution

Lead, Transfer Knowledge and build capabilities – Project scoping to Stake Holder Engagement to Implementation to Process Improvement ROI Verification

Proactively identify project risks and support risk mitigation

Utilize diverse background to achieve exceptional levels of operational performance, across departmental and regional demarcations

Continual analysis of multiform Business Data / Create, Pilot, Refine and Implement Dual Quality & Accountability Toolsets

Insperity, Inc. (NYSE: NSP) - www.insperity.com - Workforce Solutions for small and mid-sized businesses

Business Analyst – Lean and Six Sigma IT Projects (9/12/2011 – 04/08/2016)

Organizational Consultant - Lean Six Sigma / Change Management Facilitator (1/02/2006 – 9/09/2011)

For Internal and External Clients: Utilization of Lean Six Sigma methodologies for process improvement/re-engineering while leading multi-industry projects and mentoring Green Belts in specifically and measurably addressing root causes contributing to performance & process improvement gaps, including:

Strategic Facilitation, Action Planning and Tactical Alignment with Business Goals

Development of Corporate Mission, Vision, Values & Goals

Integrated Culture and Competency Development

Individual and Organizational Performance Management & Competency Program Development

Executive Coaching and Management Team Development & Teambuilding

Internal and External Relationship Management

Shared accountability for the customer relationship through Team Performance

Quality Management projects (ISO 9001:2000) and Supply Chain - Cost Reduction and Efficiency Initiatives

Certifications

CLSSBB (Certified Lean Six Sigma Black Belt) KAIZEN SCRUM

DiSC (Personality Profile Assessment) DDI Certifications: Facilitation & Success Profiles

Richard L. (“RL”) Petty Jr.

*******.*****.*****@*****.*** LinkedIn: linkedin.com/in/richard-r-l-petty-jr-a120751

Procorp Associates, Inc.

Sr. Executive Development Manager/Facilitator (1995 – 2006)

International Project/Program Management and Facilitation for over 225 Leadership Development, 360 Feedback and Communication programs - 3,000+ participants with 97% “Completely Satisfied” Scoring

Executive/Managerial coaching (Fortune 500 Clients), Results: Coached Promotion/Outstanding Achievement

Facilitated instructional design, logistics, supply chain, planning and process improvement of the “flagship” development events, contributing to 200% growth rate and 400% revenue increase

Provided Accurate Insight and Actionable Solutions to client CEOs/Vice Presidents on managing key strategic Employee Engagement Issues

Successfully Negotiated Domestic and International contracts totaling over $3,750,000, while maintaining overhead costs which amounted to less than 1% annual price increase and Recovery of $300,000 in cancellation costs

Former Oil & Gas Clients:

EnerVest – A top-25 US-based O&G company

Array Holdings – Serving Up, Mid & Down – (held by Cadent Energy Partners)

EMS: Energy Maintenance Services – Pipeline services

Q. Pro Technical Services, Inc. – Non-destructive testing (NDT) services and inspection

ZXP Technologies – Quality Blending, Packaging and World Wide Distribution

Milagro Exploration – Privately-held independent oil and gas company

Park USA – (formerly Park Environmental)

Kerr-McGee – (merged with Anadarko)

Drilling Controls, Inc – Gas Field Machinery and Equipment

Pennzoil – Marketing Division

Parker & Parsley – (merged with Pioneer)

Union Texas Petroleum – (merged with ARCO -> BP Amoco)

Louisiana Land and Exploration Company LLC – explores, develops, and produces petroleum products

BA Business Management

University of Texas – (San Antonio) 1987 - 1993

University of Maryland - (European Division-Germany) 1986 - 1987

City College of Chicago - (European Division-Germany)

Referral- project example & additional major projects managed for clients:

Tom Pzydek (Founder and Master Black belt of the Pyzdek Institute) has posted one of my Six Sigma Projects on his website. The American Society for Quality (ASQ) has used Tom’s book for their Belt Certifications.

He is using it to show his students an example of a comprehensive and well executed project, not involving a typical manufacturing scenario. This example of my work, Slide show and Webinar recording, can be found at:

http://www.sixsigmatraining.org/?p=5248

Richard L. (“RL”) Petty Jr. - Industry Experience:

A.Information Technologies

Insperity Corporate (insperity.com)

Six Sigma Project identifying $1.2M in Employee Capacity Savings & $250k of Annual Non-Value Added Hard Costs

Successfully completed DMAIC-based project to determine a “Unified Solution Application”, which integrates Incident, Change, Configuration and Release Management within a common CMDB

Implementation of Business Needs-Based Software Requisition & Review Process, ensuring Legal and Regulatory compliance

Mentoring of IT Specialists in attainment of Lean Six Sigma Green Belt Certification

B.Manufacturing

Hempel, USA (hempel.com)

Six Sigma project producing minimum-projected $200,000 annual cost reduction of Raw Materials Purchasing through increased alignment with MRP system and elimination of redundancies

Six Sigma project streamlining Client Order process (inception to ship-out)

ZXP Technologies (zxptech.com)

Entity-wide development and implementation of Process & Performance linkage metrics, tying performance to employee profit sharing

Dunnage Reduction project resulting in $25k per week savings

Tote-to-Tank Production project reducing cost per gallon by $0.21

Coaching of Executive Group (in conjunction with Vistage Coach)

Development of metric-based multi-facet Safety Program resulting in a 76% reduction of OSHA Recordable Incidents over a two year period

Institution of Behavioral-Based Safety & Quality Program: Safety Committee & Citation Program, Track Mobile and Forklift operations

Katoen Natie (katoennatie.com)

50% Reduction in Time-to-Train (from 1 year to 6 months) for Customer Service Managers

Management Coaching and Participation in weekly production meetings to identify interdepartmental improvement opportunities

Development of Competency-based Performance Measurements

C.Medical

Memorial Hermann Rehabilitation Hospital, Katy (memorialhermann.org)

Formerly Katy Rehabilitation Hospital

Facilitation of Mission, Vision & Values Development with Governing Board, Investors and Administration; training and preparations resulting in Joint Commission: Accreditation Healthcare Certification (JCAHO)

Lean facilitation increasing interdepartmental alignment and coordination of effective transition to paperless processes (Therapists, Custodial, Administrative, etc.)

The College of Health Care Professions (chcp.edu)

Six Sigma project integrating Admissions and Financial Aid Departments to increase Admissions Retention and reduce student aid payout timeframes

Delivery of Sales Training customized for target audience

D.Service, Marketing, Aerospace & Non-Profit

Verengo Solar (verengosolar.com) – Enterprise-wide “Cradle to Grave” process mapping of Technical, Service and Prospect/Customer interactions: to identify business intelligence CTQs supporting CRM system selection/implementation and identifying future process improvement opportunities

Blizzard Marketing (blizzardinternet.com) – Six Sigma/Kaizen project to align internal communications and services with stakeholder quality expectations, resulting in 20% reduction \time to final service delivery

Wing Aviation (wingaviation.com) – Kaizen reducing paint (commercial aircraft) costs by $11,000 per month

Northwest Assistance Ministries (namonline.org)

Six Sigma project improving ‘Existing Client’ access to Additional services (Exceeding projected 10% increase/40 additional clients per month & reducing service delivery from weeks to days);

Facilitation of selection of organizational ERP system (to better integrate & document the services provided – in order to maintain/increase grant status);

Six Sigma project increasing efficiency and compliance associated with “Meals on Wheels” Program

Girl Scouts of San Jacinto Council (gssjc.org)

Six Sigma-based elimination and standardization of New Employee Onboarding processes, resulting in increased employee and volunteer retention;

Six Sigma-based improvement of SharePoint-based management and regulatory oversight for “Resident Camp” Payroll processes

Payroll Organization (Name Withheld, by request)

Six Sigma (DMAIC) project-based focused on identifying process automation and eliminating waste within the scope of Payroll Calculations, across multiple-state Service Centers

Identified $250,000 hard cost and over $1-Million in employee capacity savings – on Annual basis

E.Utilities

National Grid (nationalgridus.com)

LEAN, Six Sigma and Project Management Mentoring/Coaching to “High-Potential” Managers for a Multi-State Call-Center - Customer Transformation

Collaborative informal Leadership, resulting in the successful creation, adoption and implementation of a multi-state Competency-based Measurement system - which was Approved, in toto, by Union and Utility Leadership

Individual Consultation on:

oOrganizational Change and Career Trajectory Planning

oProject Portfolio, Stakeholder and Communications Management

oMulti-Region Safety Program Enhancement initiatives

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