Process Improvement Project Engineering Manager

Robert B. Speed, ASQ-CSSBB, MBBC

**** ********* ***. ***** ******, CA 90404

619-***-**** ********.****@*****.***

SUMMARY OF QUALIFICATIONS/RELEVANT SKILLS & EXPERTISE

Business Process Excellence Leader/ Master Black Belt /Coach

Continuous Process Improvement (CPI), Program Management and Problem-Solving

Implementation of Lean Six Sigma methods in administrative or manufacturing environments

Process streamlining, development of business operational metrics for process and management control

Improving processes instead of adding resources

Process Excellence, Toyota Production System and Lean Six Sigma training

Solving cross-functional, complex problems through systematic root cause analysis and A3 thinking

Development of customer relationship management processes and systems

Strategic Planning - Core competency determination, assessment and management of risk, strategic planning, new product

development, and establishing pricing methodologies.

Project Management, Proposal Development, Market Research, Opportunity and Performance Analysis

PROFESSIONAL EXPERIENCE

Process Improvement Projects

• Designed and facilitated 3-Day Project Selection and Enterprise Value Stream Mapping Workshop for senior leadership.

• Coordinated (4) week-long Production Preparation Process (3P), Kaizen events to integrate world-class assembly line

characteristics for a new product design. Working closely with the Shingijutsu Sensei, these RIEs lead to the development of a

new product on the division’s first mixed model moving line while improving quality reducing costs and lead-time.

• Facilitation of Kaizen Events and operational transformation of supply base.

• In a 3 day VSM format, using a multi-team of suppliers and customers, facilitated projects focusing on lead-time reduction.

• Performed internal/external VSM, analysis, simulation plus cost reduction initiatives for new and existing products.

• Project management for new suppliers including new supplier review audits and contract analysis.

• Development of Lean transformation metrics and analysis.

• Six Sigma quality improvement leader for a turbine combustor operation developing a program to monitor turnback and Pareto

analysis to drive continuous improvement.

• Created digital dashboard giving team members and stake-holders an improved representation of the balance scorecard measure

to assist in driving process improvements by providing a more accurate observation of the cause and effects of Lean

improvements on a real-time basis.

• Improved zero based budget data submission utilizing web-based specialized form entries and automated approvals to reduce

errors by 90% and approval cycle time by 4 days plus the implementation of web based project tracking system.

• Improving travel arrangement process by incorporating internal DoD web based solution.

• Coached and mentored 3 Green Belts through 5 projects including 2 multi site projects resulting in multi million dollar year

over year savings. One belt obtained certification requiring completion of 2 projects in 6 months.

• Trained Black, Green and Yellow Belts in statistical process control techniques.

• Performed Six Sigma quality market segmentation analysis of worldwide power generation services market.

Healthcare and Pharmaceutical

• Conducted Lean project to reduce the waste of expired medications and vaccines used in outpatient clinics. Improvements

lowered costs while improving patient safety. Medical focus areas included Family Medicine, Internal Medicine, Pediatrics, Ob-

Gyn, Oncology, Podiatry. Process Improvement (PI) tools used – Voice of the customer, value stream mapping, visual process

control, Kanban card pull system and standard work.

• Facilitated Logistic and Hospital Supply Operations, Acute Care Clinic, Surgical Admission, Pharmacy, employee time tracking

Hospital Medical Research, Surgical In processing, Laboratory and Radiological Services, and Hospital Transportation,

laboratory and radiological testing services projects along with Black Belts. Also worked on major project to improve patient

access to care by reducing clinic patient No Shows by over 50%. Total projected economic benefits to the hospital and Army

was $35 million including revenue enhancement and cost improvements.

• Two Special Command projects:1) improve the Integrated Disability Evaluation System and 2) benchmark hospital employee

pay.

• Led the PI of the sales semiannual Point of Action (POA) roll out to improve efficiency and reduce rework in marketing efforts.

Strategic sales plan processes in five therapeutic were reviewed that identified opportunities to reduce cycle time by an average

of 40% and recommended best practices to improve quality, reduce rework and to save direct and indirect costs.

• Mentored BBs and GBs, and led projects to improve the supply chain to deliver medical supplies to the hospital, clinics and

other DoD organizations around the Pacific. Projects brought warehouse processes under control and resulted in 34%

improvement in receiving cycle time and 27% in picking errors.

Lean Six Sigma Coaching

• Coaching, Training and Analysis for Research and Development Toxicology and Human Clinical Trials, GMP Analytical

Clinical Supply Operations, Analytical and Black Belt for Marketing Promotional Material, Product Points of Action and Product

Launch projects.

• Coaching for Black Belt effort to improve the Review & Approval of Promotional Material including developing metrics to

reduce overall cycle time.

• Using REI and VSM format reduced cycle-time by 45% affecting 40% of the total analytical tests while saving an estimated

$360k/yr and identified an additional $400k/yr savings.

• Mentoring for 2 BB and 3 GB projects improving the supply chain delivering medical supplies to the hospital, clinics and

organizations around the Pacific. Projects brought warehouse processes under control and resulted in 34% improvement in

receiving cycle time and 27% in picking errors.

• Redesign of the Value Stream Mapping Exercises for Kaizen Leaders and Black Belts.

• Lean Training for the VP of Clinical Research at a Midwestern clinical research site conducting Phase II-IV clinical research

studies.

Lean Process Improvement Leadership Guidance

• Facilitated year end analysis and project selection for 1) Navy Medical Command HI and 2) PRMC support Divisions.

• Introduced A3 Thinking process to medical facility process improvement (PI) executive at annual Pacific region PI conference.

• Conducted Focus PDCA training to nursing staff and led project to reduce hospital falls.

• Using high level VSM format co- led project selection workshop that identified 15 projects for medical command.

VSM Kaizen (Rapid Improvement) Training Experience

• Using REI format and VSM, reduced cost of R&D Toxicology studies by 11% and cycle time for prestudy activities by 35% for

a multi-site 9 month project.

• Reduced cycle time by 45% affecting 40% of the total analytical tests while saving an estimated $360k/yr and identified an

additional $400k/yr savings.

• Provided training and guidance for clinical trial material receiving and release process that reduced time spent compiling

documentation for review prior to the release of drugs and placebos resulting in a 28% cost and 42% cycle time reduction.

• Conducted Value Stream Mapping training workshop to streamline clinical manufacturing process from formulation creation to

manufacturing production that reduced set-up cycle time and cost.

• Performed internal/external VSM, analysis, simulation and cost reduction initiatives for new and existing products.

• Designed and provided DMAIC, 5S and VSM and Lean process training for operations using Kaizen principles improving on

time delivery by 47%.

PROJECT/WORK EXPERIENCE

• US healthcare providers - Project Manager and Lean Sensei 2014

• 2nd Largest US Integrated Oil Company Southern CA - Master Black Belt 2012 – 2013

• DoD Educational Activity in the Pacific Okinawa Japan - Master Black Belt 2010 – 2012

• Tripler Army Medical Command Honolulu, HI - Master Black Belt Lean Six Sigma Consultant 2009 – 2012

• Bristol Myers Squibb, Princeton, NJ - Lean Sigma Master Black Belt 2007 – 2008

• Hamilton Sundstrand, San Diego, CA - Lean Supply Chain Transformation Consultant 2003 – 2006

• Dorsey & Company, Cleveland, OH - Strategic Marketing Consultant for healthcare and utility markets 1995 – 2002

• General Electric - Manager Marketing Analysis (2000 - 2001) Program Manager (1985 - 1995) 1980 – 2001

EDUCATION, CERTIFICATIONS AND NOTABLE TRAINING

MBA Finance and Marketing - Case Western Reserve University, Cleveland, OH

BS Mechanical Engineering - Iowa State University, Ames, IA

Certified Six Sigma Black Belt - ASQ

Certified Lean Six Sigma Master Black Belt - Van Wyk Consulting (VWC)

o Process Certification for Suppliers and Process Certification 101& 201, Creating Mixed Model Value Streams, Learning To

See - Value Stream Mapping (VSM) - United Technologies

o Master & Black Belt (MBB&BB) Training - VWC; Green Belt (GB) - GE; US Air Force AFSO21

o Program Management & Earned Value Mgmt - Best in Class Int’l

Law Program 1st Year - Contacts, Torts, Criminal Law and Legal Writing - Concord Law School

Computer Skills - MS Office programs (all), MS Projects, Access, Visio, SharePoint, SAP, Mini Tab and Sigma Flow.

Management Info Systems - Mids 426 Systems Analysis for Organizational Reengineering, Mids 422 Decision Support Systems.

Windows NT 4.0 Training for Workstation & Servers and Windows Visual Basic.

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