Sign in

Lean Six Sigma Operational Excellence & Supply Chain Management

Setauket-East Setauket, New York, United States
August 30, 2018

Contact this candidate



Tel: 631-***-****, Email:

GGMMEENNOOPPEEXX--xx1188AA00662299BB--HHCCLLBB22..ddooccll CCoonnffiiddeennttiiaall –– EEmmppllooyymmeenntt UUssee OOnnllyy PPaaggee 1 of 3 UUNNAAUUTTHHOORRIIZZEEDD UUSSEE SSTTRRIICCTTLLYY PPRROOHHIIBBIITTEEDD GENERAL MANAGEMENT, ENGINEERING, OPERATIONAL EXCELLENCE & QUALITY EXECUTIVE Emphasis on organizations implementing change management strategies and business functional transformation initiatives to improve, Profit, Safety, Quality, Delivery, and Enablers



(P&L)/Profit & Loss Budgets & Expense


Business Plans/Sales Revenue




Strategic Planning & Tactical Execution

Global/International Business


Multi-Site Global Lean Six Sigma strategy


Project Management PMP/PMI/PMBOK

Change Management &

OD/Leadership/HR/Shared Services

Business Process Improvements, Business

Process Modeling, Business


Supply Chain Management & Technology


Procurement/Sourcing/ Purchasing &

Inventory Controls

Outsourcing, In-sourcing & Contract


Customer & Vendor/Supplier Relations


R&D, Product Management & New Product

Introduction (NPI )

Software/Hardware Development,


Mergers & Acquisitions(M&A)

Sales Forecasting/SIOP & Demand


Industrial engineering/ Manufacturing

Engineering/Test Engineering, Design

Verification Test, (DVT, DFM, DFT, DFQ,


Lean Management Systems, Operational

Excellence, Process Analysis & Controls.

Healthcare/CMS Remediation/


Teamwork, Facilitation, Coaching,

Mentoring, Leading, Training

Plant Operations, Facility Management &

OSHA safety controls

Warehousing, Distribution &



Regulatory Compliance, UL60601, SOX,


Quality Management Systems(QMS),





Highly accomplished dynamic & entrepreneurially spirited general management, engineering, Operational Excellence and quality executive with demonstrated record of exceeding profitability goals, turning around under-performing programs, and driving improved process quality and market share. Adept at examining global business functions and implementing strategic and tactical improvements that reduce costs, improve safety, operating efficiency/productivity and profits. Proficient in the ability to hire, train, direct, coach, and motivate professionals and cross functional leadership in delivering superior quality. EDUCATION

MBA - General Management, Dowling College, New York. BS- Industrial Engineering/Electronics Technology, New York Institute of Technology, New York Certified Lean/Six Sigma Black Belt (Honeywell)

Certified Lean Master - SUNY, Farmingdale.

Certified Project Management Training (SUNY Stony Brook, New York) – PMP/PMI Certified Professional/Business Coach (CPC)

USGBC – LEED Training ( SUNY – SB)

Executive Leadership Certification (CCL) - Rensselaer University at Hartford, CT. Executive Management Development & Labor Relations - Cornell University, New York. BPMN –Business Process Methodology Notation – Blue Works ADKAR-PROSCI – Change Management (CM)


Global change agent who successfully applied Lean/Six Sigma methodologies, Lean Management and Quality Assurance System principles to lead Operational Excellence transformations by solving complex global supply chain, managerial and customer service challenges in high-tech and traditional manufacturing, aerospace/defense, consumer goods, medical devices, food manufacturing, pharmaceuticals and transactional services. (VSM, TPM, SMED, RPS, 5S, Kaizen, Hoshin Planning, TQM, SPC, PDCA, DMAIC, FMEA, DFSS, VPD, FT, HACCP).

Trained/Certified 200+ Green Belts, facilitated/coached successful Lean/Six Sigma Team projects. GENERAL MANAGEMENT/ OPERATIONS

Managed multi-site fiscal and budgetary controls P&L, infrastructure projects, operating costs, capital expenditures and revenue objectives daily, through tactical strategies and effective project execution.

Increased profitability by 6-15% through supply chain work flow redesign initiatives, and utilized lean manufacturing techniques which improved labor costs 10-35%, inventory 8-20%, COPQ(Cost Of Poor Quality) up to 15%, plant productivity 25%+, and OTD(On Time Delivery) 33%+.

Built high performance teams by coaching and developing internal resources to become Operational Excellence practitioners and champions proficient at process improvements for bottom line delivery.

Collaborated with Leadership and staff to identify potential process improvement projects to support the company's strategic vison goals and objectives.

Developed key performance metrics/indicator (KPI), for all business units, departments and standardized processes while supporting change culture to instill focus on fact-based management practices, using Lean Six Sigma and other effective problem solving methodologies.

Identified and eliminated defects that contributed to COPQ (cost of poor quality) processes, focused on “Right First Time” to eradicate defects.

Coached and mentored Sr. leadership and staff on the application and use of Lean & Six Sigma tools, techniques and methodologies to eliminate waste, and improve quality & productivity.

Fostered project teams in process quality activities by educating, coaching and mentoring team members and champions on process improvement philosophy, tools and application.

Demonstrated measurable results derived from the use of Lean Six Sigma strategies and tactics in global, large and small organizational footprints.

Maintained a Operational Excellence organizational culture supported with capabilities and enablers to achieve the highest process quality and customer satisfaction.

Communicated effectively to key management stakeholders and business leads on significant performance challenges and opportunities, recommended and facilitated appropriate remedies to resolve.


J-STD-001 Class 3 Workmanship

IPC-A-600/610 PCB Acceptance

IPC-7711/IPC-7721 PCB Rework

DoD Mil STDs - Various


Tel: 631-***-****, Email:


LSG, LLC. (BUSINESS PROCESS & OPERATIONAL EXCELLENCE) 2015-Present. Regional Operations Sr. Director/Consultant (W2C) – Implementing revenue improvement opportunities using Lean/Six Sigma Methods for end to end shared services and integrated supply chain.

Performed business process assessments, identified gaps, and created opportunity recommendations to improve revenue, quality, and customer satisfaction in discreet and transactional space.

Developed cross functional business process excellence strategies with management teams, executed transformational and change management initiatives, focused on improving CMS/QM Compliance for call centers, clinical performance, professional provider services, and revenue opportunities for $multi-billion dollar enterprise.

Client Medicare/Medicaid Program benefits of $8.4M over 18 Months achieved, with additional cost avoidance.

Performed detailed work flow analyses for manual and automated system processes, and implemented solutions to improve clinical practices, and transactional work via objective data analytics. Work included analyses of Claims/ Grievance, Clinical/Lab work flows, provider services, DME supplier orders, coding, billing, PCP field observations with the objective to eliminate waste, and improve patient care.

Designed effective KPIs, and operational tactical strategies for sustainable performance, and leadership coaching.

Facilitated CMS quality compliance and sanctions support with Executive Leadership, and improved CMS compliance to 98.78% over 120 days.

Ninety day assessment and recommendation included $7M+ in improvement opportunities for transactional services. LUFTHANSA SERVICE GROUP (LSG Skychefs Inc.), NAM-North Region 2013-2015. Director Regional Operational Excellence – P&L improvement - Implemented Operational Excellence initiatives in all areas of supply chain, food manufacturing/Airline catering, transportation, logistics and Lean/Six Sigma enablers for multiple USA-North regional plants and Aviation Hubs in an FDA/OSHA regulated industry.

Developed regional cross functional end to end Operational Excellence strategies, and executed transformational initiatives, improved foot prints 40%, product cost 6%, thru-put 25%, capacity 35%, and revenue opportunities by $6.2M year 1.

Enhanced customer quality 50%, through application of structured FMEA, disciplined 8D/RCA, and team based coaching.

Consolidated regional logistic services to achieve rapid delivery cycles, and improved inventory replenishment.

Developed tactics to improve local demand requirements with global supply management initiatives.

Initiated S&OP strategies for transactional services to improve operational demand variances and out sourced service order fulfillment.

Facilitated cross functional Kaizen events focused on waste elimination, HACCP compliance, and profit improvements.

Improved business productivity KPI 47%, implemented strategic Kaizens and workshops with regional leadership and cross functional internal & external leadership teams.


Operational Excellence Consultant – Implemented profit & quality improvement strategies and executed successful projects for diverse industries. (CPG/Food/FDA, Medical Devices, Pharmaceuticals, Aerospace, Small Business Advisory)

Developed business cases/business functional requirements analyses, created recommendations, project management roadmaps, and implementation strategies, Business Process Models (BPM) /Business Analytics (BA), proposal & ROI justification, project management for small to medium sized business, focused on profit and continuous process improvements.

Delivered Revenue Cycle Improvement strategies using DMAIC, lean/six sigma analytics, and cross functional training.

Performed consulting work related to FDA/EPA Compliance and non-conformance assessments for various FDA/EPA issues. Short term contract tasks included Quality Records Reviews, Deviations, NCR’s, Quality Investigations, SOP Development, Change Control, Customer Complaints, Risk mitigation, CAPA, APR/PQR, Protocol Reviews and more. TELEPHONICS, Huntington, New York (W2C) 2010-2011

Director of Operations - P&L Responsibility for multi-site operations 200+ employees, and $400M in annual revenue. Products included radio management systems (IRMS), wireless communications and radar surveillance systems for ground, air, and shipboard applications.

Turned around an ailing $30M defense production program to achieve 100% OTD &Quality. Program delivered 60 days ahead of schedule with 110% cost performance index (CPI), and returned to profitability.

Reduced space requirements by 40%+ while improving Throughput, Quality, Productivity and Flexibility using effective lean/demand planning methodology and supply chain strategies.

Managed new product introduction and contract manufacturing services, supervised engineering and sourcing management teams, and improved rapid new product introduction lead times by 36%.

Maintained 97% of all prime defense delivery programs at 105% CPI or better with OTD ratings of 98%, analyzed cost trends and labor practices, saved over $3.2M by reducing OT and improving yields 10%. VTS MEDICAL SYSTEMS, Melville, New York (W2C) 2009-2010 Director Manufacturing and Quality: - Directed all phases of lean manufacturing and quality systems compliance.

Employed Lean principles and trained teams to deliver highest quality UL/FDA compliant systems/products, field solutions delivery for medical devices targeted for the health care/hospital community.

Expedited the installation of IT/ERP system through technical specification development, supplier & consultant assessments, internal training, systems deployment and project management. BENEDICT L. D’CRUZ

Tel: 631-***-****, Email:

GGMMEENNOOPPEEXX--xx1188AA00662299BB--HHCCLLBB22..ddooccll CCoonnffiiddeennttiiaall –– EEmmppllooyymmeenntt UUssee OOnnllyy PPaaggee 3 of 3 UUNNAAUUTTHHOORRIIZZEEDD UUSSEE SSTTRRIICCTTLLYY PPRROOHHIIBBIITTEEDD

Facilitated FDA DHR non-compliance auditing CAPA services. Implemented UL/FDA compliance identification and labeling requirements for medical devices.

Guided rapid prototyping and New Product Introduction (NPI) for medical devices with internal and external resources, and accelerated new product development by eliminating non-value added work while supporting ISO 13485/UL/FDA project compliance.

Implemented a WMS strategy to recover $5M in inventory, and expanded warehouse capacity 150% with improved work flow. HONEYWELL INTERNATIONAL, Melville, New York 2006 -2009 Site Leader (HOS) Lean Six Sigma/ Integrated Supply Chain Management:– Responsible for developing, implementing and deploying disciplined global integrated supply chain management strategies and business functional transformation initiatives to improve, Safety, Quality, Cost, Delivery, and enablers for this $36B Corporation.

Deployed and monitored Lean and Six Sigma management strategies across multi-site global manufacturing facilities,and provided Lean

& Six Sigma Certification Training for cross functional teams/professionals, and direct staff.

Gained working capital cash of $18M+ by developing and implementing dramatic M&A solutions within the integrated Supply Chain

(Marketing, IT/MIS/ERP, procurement, scheduling, estimating, demand planning, inventory control and materials safety stock management, warranty & Repairs, logistics/warehousing & distribution systems), that drove cost avoidance and delivery improvement for discreet products and transactional services.

Strategized commodity sourcing and transactional solutions, streamlined supplier management process to improve delivery lead times 20%, and reduced material expediting cost $175k by leading focused teams.

Successfully led warehouse consolidation project saving $500k in year 1, and reduced warehouse space by 120k Sq ft.

Forged sales inventory operational policy (SIOP), and facilitated periodic key stake holder reviews to ensure revenue and business plan adherence. Results included 20% reduction in product obsolescence, 15% improvement in forecast accuracy, 10% reduction in distribution cost, 70% improvement in PO cycle time. SMITHS AEROSPACE, LLC./GE, Bohemia, New York 2001-2005 Technical Program Management – Responsible for providing technical services to all phases of product development design engineering, manufacturing, Environmental Stress Screening (ESS) Testing and operations for this $65M division. Products included power control systems for C-17/C-130 Aircrafts, Raytheon Missile Systems, Air-Bus 380, US fighter F16/F22 and related air defense and shipboard power systems.

Engineered Lean Management systems within the avionics power products for defense/aerospace customers and improved customer satisfaction ratings 15%.

Performed Quality Assurance AS9100 management audits and maintained regulatory compliance.

Successfully Managed and deployed major $Multi-Million capital expansion projects for development engineering, facility improvements, and manufacturing infrastructures. Improved Safety, Quality and Reliability.

Improved production test work flow and deployed flexible test processes. Improved efficiency 75%.

Negotiated equipment and metrology outsourcing agreements to achieve $800k savings over 3 years. TELLABS OPERATIONS, New York 1992 -2001

Director Operations – Directed P&L division of multi-phased Telecommunications and fiber optics technology manufacturing operations, Manufacturing Engineering, Production Technologies, New Product Introduction (NPI), Sustaining Engineering, Quality and supply chain with revenues to $650M+. Products included VOIP/IP, internet and wireless broadband, and wired/wireless telecommunications systems for OEM suppliers (Nortel, AT&T, Lucent, Cablevision, Qwest, Verizon, Nokia Telecom and more.)

Boosted company revenue to $30M in year 1 with consistent 30%+ growth rate annually for 5+ years.

Spear headed $40M capital expansion/development green field project; completed on budget, 2 months ahead of schedule.

Streamlined operations, grew capacity 175%, Improved New Product Introduction cycle time 80%, improved product quality to 99.8% and Secured $35+ million savings by incorporating Demand Flow technology (DFt) processes into core manufacturing technologies;

Drove 29% improvement in product time-to-market while increasing productivity 10% and reduced design delays 70% through M&A, and integrating DFM( Design For manufacturing)/DFT (design For testability) methodologies.

Instrumental in maintaining ISO9000 quality system registration compliance standards.

Maintained operational efficiency (OEE) at 90% through implementation of Predictive & Preventive Maintenance Program (TPM), and Skill Level Training & Apprentice Programs with Repair Parts Inventory Control System.

Participated in global and strategic company projects and best practice conferences.

Managed and coordinated warehouse activities dedicated to order fulfillment together with Global Distribution & Freight Management.

Negotiated and enhanced sourcing and delivery strategies to improve on time delivery responsiveness by more than 35% to Prime OEM customers. Represented operations and product capabilities at customer briefings.

Implemented plant wide OSHA compliant safety practices by developing team based behavioral safety policies and standards.

Contact this candidate