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Sales Six Sigma

Converse, Texas, United States
February 06, 2018

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***** ***** **** *** ******* *****

H: 732-***-**** C: 732-***-****


An Entrepreneurial executive with diversified global experience leading manufacturing and service companies specializing in best practices for Continuous Improvement with a strong focus on Sales and Operation Planning and World-Class services for sustainable competitive advantage.


29 years of overall business expertise

18 years of experience in Purchasing, Strategic Sourcing and Out Sourcing

Certified Transactional Green Belt (Service 15 years of experience in Business Process) VOC/QFD

Certified Six Sigma Black Belt DMAIC/DMADV/DFSS/DSSS/DOE/Regression Analysis

Diversified analytical skills including data analysis, data interpretation along with a strong ability to define and implement action plans.

Oliver Wright Trained Sales and Operation Planning Leader

Lean Expert, identifying Non Value Add, Value Add activities, creating current state and building future Value stream mapping/analysis

Yellow Belt Trainer

Core competency: Process Transformation and Operational Excellence Leader

Excellent Project management skills, executive presentation, scheduling, project scope, documentation, team facilitation and leadership.


Tactegra - 2017- 2018

Consultant –Senior Consultant leading six sigma projects for a major automobile parts manufacture in Ohio and Georgia all information is confidential.

Streamline Process Improvements Lean 6Sigma, CEO

Primary Consultant - 2010 – 2017

An Entrepreneurial executive, with diversified global experience leading manufacturing and service companies, specializing in best practices for Continuous Improvement with a strong focus Sales and Operations Planning and world-class services for sustainable competitive advantage. Lead the implementation of Sales, Inventory and Operation Planning across 9 business divisions.

Founex Inc. 2016 – 2017

Associate consultant

Worked as a six sigma black belt project leader on Long Island New York for a confidential company. Leading continuous improvements projects.

Pall Corporation (acquired by Danaher Corporation) 2012 - 2016

Primary Consultant

Pall Corporation is a filtration, separation and purification leader providing solutions to meet the critical fluid management needs of customers across the broad spectrum of life sciences and industry. Pall works with customers to advance health, safety and environmentally responsible technologies

While working with Pall Corp Sales and Marketing teams lead the DMAV process to create non existing processes along with tollgate reviews in New Product Development, Sales and Marketing. Worked with the customers in collecting the Voice of the Customer and capturing the requirements/feedback from the customers (internal or external) to provide the customers with the best in class service/product quality. We were proactive in constantly creating innovative ideas to capture the changing requirements of the customers over time and lead in creating a House of Quality and translating data into CTQ’s. Performed data analysis and defined key performance metrics and meaningful dash boards.

While working with Pall Corporation additional accomplishes were assisted with leading Distribution Operations, Inventory and Demand Planning. Operating budget of $55M, Inventory of $345M. Distribution Centers located in the U.S., Singapore, Switzerland, UK, Japan, Brazil, Thailand, Australia and Canada. Assisted the Directors of S&OP, Distribution Operations, Inventory and team of 290; reported to SVP, Global Supply Chain.


(Wheelock Inc., acquired by Cooper Industries in 2006 now Eaton Industries)

Process Transformation Leader - Operation Excellence Manager 2007 2009

To lead and drove a culture of change that instills focus on Continual Improvement. With a strong focus on process improvement and customer satisfaction through the use of Six Sigma tools and forward Lean thinking along with other problem solving methodologies. While managing multiple value streams, serving as a recognized expert and resource leader for focus areas, process rigor, and delivering significant results. This includes providing change leadership in addition to Change Acceleration Process methods and tools across critical business initiatives.

Sales and Operation Planning Leader 2007 - 2009

As the Divisional Sales and Operation Planning Leader, the primary focus was to advise the business unit leader and the executive staff on S&OP activities identifying and prioritizing key initiatives while managing change, which helped provide optimum benefits to our customers and drive bottom results. The team developed the Sales and Operation Planning processes which include Product Management process, Demand Planning Process, Supply Process, (finance) Integrated Reconciliation process and Management Business review process. The S&OP tools are used to identify business constrains, manage change and imbalances in Supply and Demand while reconciling the differences in Finance. In addition, we used Traditional Business Intelligence tools, including dashboards, forecasting, capacity planning, Sales and marketing intelligence predictive analytics data modeling ad hoc queries and reporting tools that leveraged historical data and in some cases real-time data to identify trends and answer questions related to what happened or why it might have happened. Our goal was to translate data into business intelligence. All processes were developed to meet the Oliver Wright standard and were certified as World Class by Oliver Wright.

Black Belt Project leader 2007 – 2008

As a key contributor during the implementation of single piece Flow philosophy, the team created a before and after value stream map to identify key areas of opportunity. The cell implementation project used the Lean toolbox to implement 12 work cells within the manufacturing area, which increased productivity by 60% and reduced inventory by 40%. While incorporating the Lean Methodology, we applied visual management, standard work for each cell operator, hour by hour board and a host of additional dashboard metrics.

Black Belt Project Leader 2007 - 2008

Warehouse improvement/redesign project. A cross functional team increased throughput by 100% redesigning the facility layout creating a Slotting database. In addition, the team used Six Sigma and Lean tools, which included a 5S, DOE, Kaizen, Gage R&R, Regression analysis and Visual Management tools as well as a list of additional metrics to sustain the gains.

Black Belt Project Leader 2006 - 2007

New Product development, Outsourced eleven different product lines to a LLC with savings well over 3 Million dollars in cost reductions. This was accomplished in less than six months using a cross functional team, Margin analysis and Lean Six Sigma methodologies.

Black Belt Project Leader 2005 - 2006

Successfully implemented a process improvement redesign of the production layout to boost productivity and increase efficiency. By redesigning the PCB layout, the team successfully reduced scrap, increased productivity and efficiency. This was accomplished by using tools such as, Margin analysis, ANOVA, CPK Analysis, Regression, DOE and other Lean Six Sigma methods.

Green Belt Project Leader/Margin Improvement 2003 - 2004

Perform P&L checks at category, subcategory and item level and determine which products or services will contribute to overhead and profitability. Identify, cut low-margin clients, products or services and invest the saved time and money in higher-producing parts of the business. Created accurate and timely reporting that shows which clients, products, or services produce what margins. In addition, developing a margin analysis of your key products, services or customers to see which are most and least profitable.

Green Belt Project Leader/Margin Improvement 2003 - 2004

By continuing to drive operational excellence, organizing and leading several cross functional teams using lean six sigma tools to outsource the entire powder paint shop operation to an LCC.

After conducting a Margin analysis the team contributed a total saving of $950,000. The process improvement tools used were: Margin analysis, FMEA, SPC, Kaizen events, dashboard metrics, basic Lean and six sigma methodologies.

Buyer/Planner 4 1993 – 2004

Managed MRP requirements, successfully planned and scheduled electronics components, negotiated contracts while working with quality management along with suppliers.


U.S. Army Electronic Research and Development Tech and Device Lab

Fort Monmouth N.J

Research and Development: initial responsibility: To operate a Scanning Transmission Electron Microscope.

U.S. ARMY 1976 - 1979

Nuclear Weapon Specialist, Grade E 5 Sergeant

Responsibilities: To lead and manage 32 direct reports in addition, manage 3 nuclear weapons and several pieces of transportation equipment. Time served in the Pershing Missile Systems, 1st of the 41st Field Artillery Unit, Schwabisch Gmund Germany, honorably discharged.


BACHELOR OF SCIENCE: Georgian Court University, Lakewood, N.J.

Major: Physics

Minor: Microelectronics.


Oliver Wright Sales and Operations Planning

Lead SAP RTC Process Implementation

Lead multiple ERP implementations


Stat-A-Matrix Certification Number Year

Six Sigma Black Belt Certificate SS-0274 2005

Six Sigma Green Belt Certificate GB-0422 2002

Quality Extreme

ISO 9000 Auditor Internal

George Group

Six Sigma Black Belt Lean Expert Internal 2006

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