Operational Excellence/Process Improvement Leader

David Chambers

*** ******** ***** **********, ** 15601

724-***-**** (H) 724-***-**** (C) ************@*******.***

Operations Manager

A Leader in Continuous Improvement, Innovation and Creative Problem Solving

Accomplished, results-focused Operations Manager with proven strengths in process efficiency and project

management in service industries including investigative and information management solutions. Balanced

experience leading large, multifaceted support services programs and multiple business critical projects.

Record of internal promotion as a result of hands-on leadership approach with the ability to instill sense of

urgency across all levels, while exceeding customer expectations, managing costs and increasing

productivity.

Adept at translating a vision for operational excellence into an executable action plan and coordinating all

available resources toward a common goal. Apply Lean Six Sigma Black Belt experience to assist in building

a continuous improvement culture.

EXPERIENCES AND ACHIEVEMENTS

USIS, Grove City, PA 2001 – 2014

Leading federal background Investigations Company specializing in technology-enabled security solutions in

investigations, fingerprint services, EEO, healthcare fraud investigations, global security training, physical

security, information management, litigation support, and data analytics.

Senior Operations Manager 2012 – 2014

Supervised a 30-member specialized team to assure quality of investigative products and conduct due

diligent processes for compliance to customer policies and regulations. Established a role as the operational

contract subject matter expert and liaised between executive leadership, the contracts department and

customers to ensure contractual matters were addressed with accuracy and urgency; served as a key

contributor to critical negotiations with the customer resulting in favorable contract outcomes. Managed over

60 policy updates and contract modifications through detailed analysis and timely, precise communication to

the organization; led change in processing investigations for the organization.

Trained quality assurance officers in root cause analysis under DMAIC philosophy to assist in building

a continuous improvement culture; focused on removing waste and creating value in key

investigative processes

Facilitated the use of Lean tools such as value stream mapping, process flow improvement, 5S, time

trap and capacity constraint identification, and non-value added analysis; improved quality in Review

branch and continued reduction of case cycle time to meet customer expectations

Spearheaded corporate initiatives such as the Hours per Case project that slashed case processing

time in the field by 20%; performed deep dive analysis identifying root causes of over-processing

with the use of cause/effect tools; led a series of national trainings correcting key misinterpretation of

policy by investigative staff leading to reduction of overwork

Realigned the National Quality Team into distinct quality assurance and qual ity control functions

yielding enhanced contract compliance controls

Program Manager 2011 – 2012

Led revitalization of a large, struggling support services government contract operation in investigations

support worth $50M in revenue. Led and evaluated the efforts of four Senior Managers, 18 Operations

Managers, 30 Team Leaders and 1000 Support Staff; aligned employee values with business practices

building trust between leadership team members and staff. Assumed total P&L responsibility for nine

functional areas with clerical, technical and professional employees. Empowered employees to serve on

process improvement teams helping to resolve issues, fueling operational efficiency and encouraging

continuous improvement.

Established a customer approved process improvement initiative that provided a predicted annual

savings of $1M by eliminating waste within a filing process

Headed multiple Lean Six Sigma Quick Improvement exercises (Kaizen and Quick Win), effectively

addressing substandard performance to contractual requirements

Led 50% program-wide performance standards improvement, restored profitability and won the

organization a contract option year award; voluntarily moved back to a Senior Operations role

following this per agreement with division president

DAVID CHAMBERS Resume, Page 2

Senior Operations Manager 2009 – 2011

Sustained a background investigation fieldwork government contract; recruited, trained, mentored,

managed, and evaluated the efforts of three Operations Managers and 160 employees. Focused on

leadership development, quality, data analysis and production control.

Commanded national process improvement projects, guided by Lean principles, to increase

productivity and regulate quality in investigative services; project outcomes contributed to a

sustained 95% and above case quality score and nearly a 25% increase in market share

Created SOP for priority product that resulted in 40% investigative case cycle time improvement and

timeliness performance

Championed the National Extension Management program that produced a 30% improvement to

quality of investigative extensions and saved more than 5000 hours per quarter of investigative

processing time

Successfully completed a critical project using Lean Six Sigma DMAIC methodology; saved $2M by

reducing costs and improving process efficiency of investigative record transactions

Operations Manager 2007 – 2009

Supervised 20-30 quality assurance personnel and field investigators to work in par tnership. Developed and

implemented multiple projects designed to mitigate potential issues in quality and timeliness performance in

the Investigations Services Division. Oversaw the quality/training program called the "Partnership" that

enhanced the skill set of new and struggling field investigators.

Developed core offering of Partnership program that accelerated Field Investigators’ understanding of

investigative standards and increased their confidence, thereby improving quality and production

levels

Created Partnership SOP and training materials; over 30% of Partnership graduates earned bonuses

for outstanding performance within months of program completion

Led a team of 40 field investigators in the Red Zone project, aimed at fixing 4000 cases with

significant quality defects within a five-month span; led to $500K in revenue realization at an

expedited rate and improved customer satisfaction

Team Leader 2005 – 2007

Led a team of 20 Field Investigators working on various government contracts. Monitored performance, in

the field, to timeliness and quality standards at the team and individual levels. Headed the District

continuous improvement program around the priority product.

Field Investigator 2001 – 2005

Conducted investigative comprehensive background research and managed a high volume case workload.

Authored reports regarding individuals in need of background investigations and/or security clearances.

Worked independently while meeting stringent performance and quality standards. Served as Field

Investigator Trainer.

ADELPHOI VILLAGE, Kittanning, PA 2001

Private, nonprofit agency providing comprehensive, community-based services

Supervisor

Directed two caseworkers and six teachers in an effort to implement behavioral modifications to 45-50

special needs students in a highly structured alternative education environment.

EDUCATION

Black Belt Certification, Lean Six Sigma, Virginia Tech/GENEDGE/George Group, Dulles, VA, 2011

Completed Coursework, MBA (9 credits), Waynesburg College, Monroeville, PA, 2005

Bachelor of Arts, Political Science, Westminster College, New Wilmington, PA, 1995

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