Six Sigma Project Manager

WILLIAM E. CASEY

***** ***** ****** **** ****: 703-***-****

Centreville, VA 20120 Office: 703-***-****

acal91@r.postjobfree.com Cell: 703-***-****

Director/VP of Operational Excellence/Service Position

Results oriented ( All Aspects of Project Management, Quality Assurance,

Lean/Six Sigma Deployment and Training at the Enterprise level (

Management of multiple contract engagements ( Strategic Development & Goal

Setting

( Process Excellence/Improvement/Design ( Multi-site Responsibility (

Build High Performance Teams

( Metrics/Balanced Scorecard Deployment ( Six Sigma Champion & Leadership

Development ( Benchmarking ( Performance Scorecard Development ( MBA w/

Honors ( ASQ Certified Six Sigma Black Belt ( GE Certified Master Black

Belt ( Expert Instructor & Curriculum Development

PROFILE A proven results-oriented leader and focused team

player/leader with successful P&L experience. Able to

integrate the diversity of lean - six sigma application across

all core processes and functional areas at multiple clients to

positively impact operating margin and drive client success.

Active duty Naval Officer 1976 - 1996.

PROFESSIONAL EXPERIENCE

2003 - Quest Diagnostics, Inc.

Present

(2012 - Present) NATIONAL DIRECTOR OF LEAN-SIX SIGMA TRAINING

Program manager for all training related to the development of

Executives, Champions, MBB's, BB;s and GB's across the Quest

Diagnostics enterprise.

Re-engineered DMAIC training for Black Belts and Green Belts

to include project and change management modules; increased

value added activities during in class sessions and personally

developed on-line instructor notes to make training more

effective.

Re-engineered and developed material for an enterprise-wide

Introduction to Lean Transformation 4-day course to allow full

engagement of the Lean Principles at all employee levels;

worked with on-line course material provider to customize lean

acceleration material.

Leading the transition/internalization of TPM/LOM development

training from McKinsey Consulting

Personally developed and deployed an enterprise-wide A3 report

for lean projects.

Responsible for PACE certification registration and ensuring

courses meet the requirements for continuing education.

Coordinator for all on-line material working closely with the

vendor to ensure all material is correct and up to date as

well as relevant to employees.

Leading initiative to reduce variability for localized GB

training as well as developing new training which will drive

continuous improvement across all levels of the organization.

Collect and review all course feedback to drive education

continuous improvement

Lead internalization of consultant based lean training.

Responsible for all PACE certification for internal courses.

(2011 - 2012) SIX SIGMA PROJECT MANAGER, Nichols Institute,

Chantilly, VA

Project Manager for vital projects contributing to Operational

Excellence and Continuous Improvement of cross functional

business processes related to esoteric clinical laboratory

operations. Significant accomplishments include:

Identified, targeted and saved $200K of reagent operating

costs within the first week of the new assignment

Reduced defects greater than 80% for a critical client test by

implementing front end solutions

Developed a capacity and throughput model for a high growth

area in the lab which has been adopted at the national level

for Quest and applied to all locations; also to be used as a

model for capacity studies in all areas going forward

Selected to lead a lab-wide effort to reduce dependence on

Research Use Only reagents, whose elimination by the FDA would

severely impact patient care

Selected by the National Best Practice Team Vice President to

lead a national team to reduce lost non-replaceable specimens

both in and out of the Quest System

(2006 - 2011) REGIONAL DIRECTOR: MANAGING MASTER BLACK BELT,

US OPERATIONS - EAST

Responsible for the execution of the lean - six sigma strategy

for 11 major clinical laboratories along with a number of

rapid response laboratories with a staff of 10 Master Black

Belts and 20 Six Sigma Black Belts. Primary leadership role

to drive Six Sigma ROI, project identification and Six Sigma

Green Belt program development. Directly engaged Senior

Leadership Teams to drive successful six sigma engagement and

lean improvements. Significant accomplishments:

Above target savings of greater than targeted 6.7 ROI

performance resulting in a regional savings of over $26

million in 2007; $30.2MM in 2008 and $40.4MM in 2009; $30.2MM

in 2010; currently on track for a 2011 forecasted savings of

$56.2MM against a $38MM target

Lead East Region company-wide re-engineering project to

include the standardization of business unit information

systems, lean lab standardization and targeted productivity

improvements across core processes

Lead East Region Quality Index Best Practice Team & National

Revised Reports Focus Team.

Standardization of Business Unit metrics focused on the

accomplishment of annual objectives as well as the

identification & benchmarking of major Quality & Service

improvements

Provide oversight of over 75 active Six Sigma Black Belt

projects and 251 Green Belt projects

Developed a company-wide, 4 day DFSS workshop to compliment

on-line training

(2003 - 2006) SIX SIGMA Master Black Belt, Nichols Institute,

Chantilly, VA

Responsible for the identification of strategic productivity

improvement opportunities, the mentoring & coaching of process

improvement teams and the development of a business wide

culture change focused on driving defects from vital processes

linked directly with critical customer requirements.

Significant accomplishments include:

Developing increased capacity by 16.4% from previous year

through lean implementation

Exceeded revenue goals by 13.2% resulting in an 18.1% revenue

increase over prior year

Driving bottom line savings and top line growth resulting in

exceeding OM current year targets by 79% (81.4% over 2005);

resulting in annualized savings of $6MM

Design and implementation of a consolidated metrics dashboard

for productivity, service and quality metrics in the lab

Received Quest Diagnostics National Six Sigma Excellence Award

1999 - SIX SIGMA ACADEMY/QUALITY ECONOMICS, INTERNATIONAL

2003

SENIOR INDEPENDENT CONSULTANT/SIX SIGMA MASTER BLACK BELT

Responsible for sales and P&L of multiple Fortune 500 accounts

(including Ford, Toshiba, AMEX, Lear Corp, DuPont) related to

the development and deployment of the Six Sigma Breakthrough

StrategySM, Lean Manufacturing & Design for Six Sigma.

Developed on-going service related consulting relationships

with major manufacturing and service companies at the

executive level. Significant accomplishments include:

Deployed six sigma at Fortune 500 companies for significant

savings: for example: a $2B company had savings in excess of

$9MM during pilot phase.

Trained, mentored, and assessed over 250+ six sigma black

belts & was the exclusive MBB instructor for multiple training

classes (savings range from $2.5MM to $9MM).

Engineered deployment models to engage all employee levels to

drive continuous improvement

1997 - GLACIER CLEVITE HEAVYWALL BEARINGS, McCONNELSVILLE, OH

1998

PRESIDENT

9 Direct Reports. Full P&L responsibility for $45 million

company. A consistent focus on quality, cost & service with

deployment of six sigma at multiple facilities (2) earned the

business recognition as the GM Supplier of the Year for 1998.

Significant accomplishments include:

Increased profit margin 11%; reduced product defects 24%;

boosted on time shipping above 90% (from less than 60%) and

reduced overall expenses by 21% resulting in savings of $2.4MM

Developed Lean work cells throughout reducing lead-times from

26 weeks to 8 weeks.

1996 - GE Transportation Systems, Erie, PA

1997

SIX SIGMA MASTER BLACK BELT

Responsible for deployment of six sigma productivity strategy

to critical suppliers. Coordinated the efforts of six sigma

resources with Supplier Quality Engineering and Contract

Agents to capture six sigma related savings and develop

supplier scorecards. Significant accomplishments include:

Developed strategic plan to deploy Six Sigma to 175 critical

suppliers; integrated quality programs with critical suppliers

resulting in better on time delivery, quality and service.

Achieved project savings of more than $500,000 by accelerating

the project's initial phase, and working closely with supplier

black belts and their senior leadership teams.

1992 - Newport News Shipbuilding, Newport News, VA

1996

COMMANDER, USN: QUALITY ASSURANCE OFFICER/REPAIR OFFICER

Supervised 10 Project Managers. Responsible for

project-focused P&L. Managed the maintenance, servicing,

upgrade and modification of ships, submarines, and dry docks

as well as special programs. Coordinated all contract

administration/changes, inspections, and work schedules.

Significant accomplishments include:

Coordinated and completed a total of 64 $2MM- $45MM projects

on time or early, within or under budget using focused

cost/schedule control management and critical metrics to

measure and track profit, loss, and production efficiency.

Lead multiple projects consisting of three teams covering five

locations. Completed 24 projects ahead of schedule. Ten

1976 - projects completed 10% under budget.

1992 Nuclear trained and received certification through Naval

Reactors

Commissioned Officer, US Navy

Additional positions related to regular promotion and

increased scope and level of responsibility include:

Reactor Mechanical Division Officer, USS NIMITZ

Navigator, USS CALIFORNIA

Nuclear Programs Officer, COMNAVAIRLANT

Damage Control Assistant, USS CARL VINSON

Assistant Reactor Officer for Overhaul, USS EISENHOWER

Project Officer, Norfolk Naval Shipyard

EDUCATION MBA, College of William & Mary, Williamsburg, VA (with honors)

- 2006

MS Nuclear Engineering, MIT, Cambridge, MA (with honors) -

1990

NE Ocean Systems, Engineering, MIT, Cambridge, MA (with

honors) -1990

BS, US Naval Academy, Annapolis, MD -1976

Lean Activities Summary:

. Lead the development of comprehensive value stream process flow maps

in multiple locations to engage continuous improvement teams to

identify and execute rapid improvement projects and Kaizens to achieve

future state performance.

-Detailed process map for patient services within Patient

Service Centers

-Detailed value stream for 50,000 specimen per night processing

center

-Detailed value stream for high growth pain management testing

. Personally lead over 25 Kaizens at multiple locations to improve

processing and testing productivity by eliminating waste and flow

interruptions:

-Improved productivity by ~20% at the Cambridge lab processing

area

-Applied automation and area redesign in Pittsburgh and

Wallingford

-Directed improvements for processing ED specimens to a hospital

lab improving SAT turn around by analyzing takt time against

work element breakdown; applied elimination of non value added

activity, work balance, visual work place and equipment

configuration to improve turn around time for STAT results

-Lead team to identify quick hits for specimen hand offs between

processing and technical departments

-Lead kaizen to develop a better handling process to maintain

specimen stability for cyroglobulin testing

. Taught ~20 1-week Introduction to Lean and Lean Supply courses

throughout Quest Diagnostics

. Coached and mentored >120 lean oriented BB and GB projects

. Leading internalization of Lab Operating Model (LOM), an application

of the Toyota Production Model (TPM) to laboratory operations;

specifically in processes, culture and performance metrics

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