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 Supply Chain, Strategic Sourcing and Outsourcing
Certified Transactional Green Belt (Service 15 years of experience in Business Process) VOC
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, Value stream mapping/analysis
Core competency: Process Transformation expertise and share practices regarding Process Improvement. Tools Visio, Igrafx, SIPOC analysis and VOC.
Excellent Project management skills, executive presentation, scheduling, project scope, documentation, team facilitation and leadership.
Expert knowledge and demonstrated use of process engineering methodologies and/or Business Process Management (BPM) and process management principles
USAA Consultant Nityo Group Business Process Architect November 2018-February 2019
As a strategic partner in identifying potential process engineering opportunities. Leading and facilitating cross-functional teams, in the application of business process architect to design and/or optimize business processes and their overall performance.
USAA Consultant Strategic Staffing Program/Project Manager August 2018 – October 2018
Regulatory Affairs, responsible for providing regulatory reports and data to Senior Leadership. Lead highly complex and unique work assignments to deliver highly effective problem resolutions. Engaged and collaborates with other experts within the company. Lead highly complex research and provide solution-oriented advice and to senior level internal clients that support business objectives. Effectively managed and worked to complete assignments with minimal supervision. Applied critical thinking to review complex and non-legal material for legal implications that may pose a risk to the organization. Produced clear and concise written materials appropriate for submission to senior level leadership
USAA Consultant: Millennium Group: Senior Process Engineer March 2018 - June 2018
Facilitator/Coach for the Discipline Execution Group facilitated cross-functional teams, in the application of process engineering principles to design and/or optimize business processes and their overall performance. Manages initiatives of moderate scope and complexity. Independently, under minimal supervision, performed moderately complex to complex work assignments and problem resolution across systems, processes or channels; also conducted change management efforts at a moderate level of complexity impacting one or more CoSA's cross-functional processes. Served as a resource and mentor to less experienced team members in the delivery of business improvement and development initiatives.
Tactegra 2017- 2018
Senior Consultant PMO implementing six sigma projects for a major automobile parts manufacture in Ohio and Georgia. Worked with stakeholders to ensure projects achieved intended results. Ensured risks and improvements are proactively identified and the benefits validated, all information is confidential.
Founex Inc. 2016 – 2017
Associate Consultant served as technical leader in the development of Process Excellence building commitment to business process management and a focus on effective process development.
Streamline Process Improvements Lean 6Sigma, CEO 2010 – 2017
Primary Consultant 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.
Pall Corporation (acquired by Danaher corporation) 2012 –2016
Primary PMO Consultant Pall Corp Sales managed and coordinated related to efforts of 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. Analyzed and identified key performance metrics and meaningful dash boards. Consulted with executive management and serve as a liaison on departmental strategies.
While working with Pall Corporation additional achievements 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.
Cooper Industries 1993 - 2009
(Wheelock Inc., acquired by Cooper Industries in 2006 now Eaton Industries)
Divisional Continuous Improvement Leader - Operation Excellence Manager 2007 2009
Lead and drove a culture of changes that instills focus on Continual Improvement. With a strong focus on process improvement and customer satisfaction along with 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 achieving significant results. This includes providing change leadership in addition to Change Acceleration Process methods and tools across critical business initiatives.
Project Manager for Sales and Operation Planning Leader 2007 – 2009
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. Applied expert knowledge of project/program management to ensure efforts meet defined objectives, follow a structured timeline and are delivered on-schedule and within budget, including dashboard monitoring, metrics synthesis and quality assurance methods.
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 SIPOC, 5S, DOE, Kaizen, Gage R&R, Regression analysis and Visual Management tools as well as a list of additional metrics to sustain the gains. We achieved a 100% throughput improvement in the warehouse shipping process.
Black Belt Project Leader 2006 - 2007
Lead New Product development, Outsourced eleven different product lines to an 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 lead 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.
Green Belt Project Leader/Margin Improvement 2003 - 2004
Continuing lead and 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, SIPOC, and Lean, 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 vendors.
U.S. ARMY 1976 – 1979
Nuclear Weapon Specialist, Grade E 5 Sergeant
Responsibilities: To lead and manage 32 direct reports 1st of the 41st Field Artillery Unit, Schwabisch Gmund Germany, honorably discharged.
BACHELOR OF SCIENCE: Georgian Court University, Lakewood, N.J.
Oliver Wright Sales and Operations Planning
Lead SAP RTC Process Implementation
Lead multiple ERP system implementations
Stat-A-Matrix Certification Number Year
Six Sigma Black Belt Certificate SS-0274 2005
Six Sigma Green Belt Certificate GB-0422 2002
Six Sigma Black Belt Lean Expert Internal 2006