Management Training

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Tom Adair

*** ***** ***** ***** ■ Huntsville, Alabama 35811 ■ aco2p8@r.postjobfree.com ■ 859-***-****

PROCESS EXCELLENCE/LEAN TRANSFORMATION PROFESSIONAL

“A Reputation for Process Improvement and Problem Solving”

A professional with over twenty years’ experience consulting in LEAN initiatives with government, pharmaceutical,

long term healthcare, hospitals, manufacturing, and commercial organizations. Have expertise in the areas of:

Strategic Alignment and Development (Hoshin), Enterprise Value Stream Mapping, Value Stream Mapping, Rapid

Improvement Events, and Projects.

AREAS OF EXPERTISE

• • •

Continuous Improvement Organizational and project Key performance metrics of

mindset management improvement

• • •

Leading, managing, Developing and maintaining Strong business acumen

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developing and motivating internal, client, and vendor Thinking strategically while

teams relationships. operating tactically

CAREER PATH

PROBLEM SOLVING SENSEI – CEO/Founder (Dec. 2014 – to Present)

• The company instructs organizations in effective problem solving techniques and assists with solving existing

problems as well as Lean methodology.

• Senior Consultant (Dir. Of Op/Ex) at Baylor Scott & White Healthcare System (BSWH) from Aug. 8, 2014 to

Mar. 8, 2015). My consulting company led me to be hired at BSWH for a full time position, as BSWH wasn’t

hiring consultants to assist on a temporary basis.

• Certified instructor in: Operational Excellence Fundamentals (1 day class), Operational Excellence

Practitioner Course (4 day class), and Operational Excellence Lean Management System (3 day class).

• Currently instruct in classes for BSWH on an as needed basis.

• Focused on three specific components of lean healthcare to change the continuous improvement culture of the

organization. Those areas are a lean management system for top 400 leaders, Lean training which included root

cause problem solving, and a hoshin goal alignment process throughout the organization. These efforts are

designed to make the organization a team member led problem solving focused culture.

QUALITEST PHARMACEUTICALS – Senior Manager/Process Excellence (Oct. 2012-Dec. 2013)

• Leadership - Serve on the Organizational Leadership Team (board of directors) and the Leadership Safety

Council. Manage seven process excellence experts and four Lean/Six Sigma Black Belts at three production

facilities.

• Business Strategy - Develop and establish goals and objectives that align with the overall business strategy.

Report on progress, achievements and associated business results. This includes executive level reporting and

presentations. Implement a closed loop management systems that reports on significant process improvements.

• Culture Change - Serve as an internal change agent skilled in Process Excellence concepts and tools to drive

business improvement. Provided guidance and direction to drive continuous improvement. Foster a culture of

sustainable improvements and identify key success factors and performance indicators in which the Process

Excellence Experts and the work can be measured. Track functional and/or site process excellence progress,

capability and maturity. Training the Process Excellence Experts in how to influence without authority and to

lead people who don’t report to you.

• Training/Facilitation - Facilitate training programs, seminars, workshops and industry events to instill expertise

and knowledge in Lean, Six Sigma, Change Management and other relevant continuous improvement tools /

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techniques. Train Process Excellence Experts in process excellence tools for data collection and analysis to

prioritize process improvement opportunities.

• Highlighted Activities – (A) Reduction of master clean changeovers from 51 hours to 6 hours. (B) Training

compliance in Liquids plant from 73% to 86%, in Packaging from 67% to 82% (ongoing activities). (C)

MAPICS – 82% reduction in search times for on hold materials, and 50% reduction in search times for in process

materials. Estimated savings of $200,000 yearly. (D) $12,345 savings in weigh prep kanban.

WOODBRIDGE FOAM FABRICATORS – Process Engineer/Lean Coordinator (Nov. 2009-Oct. 2012)

• Leadership - Responsible for twenty-six plants in 11 countries in the development of converting a traditional

manufacturing operation to a lean manufacturing operation. Served on the Woodbridge Production System

Steering Committee. Primary resource for supporting and implementing the plants in their Lean transformation

through the Toyota Production System (LEAN). Managed a Lean Coordinator in each plant and reported

progress to plant and corporate leadership.

• Business Strategy - Managed deliverables to meet business objectives, maximize savings opportunities while

meeting the needs of Woodbridge’s customers. Implemented continuous projects using Lean and Six Sigma

methodologies. Facilitated the development and continuous refinement of site implementation plan for the

Woodbridge Production System (WPS), improvement events to eliminate waste, improve productivity, flexibility,

capability, improved standardized work, and decrease lead-time in transactional operations. Promoted a

continuous improvement mindset throughout the plants.

• Change Agent - Created persuasive business cases for improvements and changes, by gaining agreement,

commitment, cooperation and support by influencing without power and position. Responded to resistance

productively. Coached the Lean Coordinators on how to be the role models for change, and to take the lead in

setting the new norms. Taught them how to be patient but with a sense of urgency.

• Training/Facilitation - Served as a corporate trainer with the responsibility of needs assessment, designing,

delivering evaluation methods/procedures, and writing training materials. Designed and developed a train-the-

trainer course for new instructors. Developed “Lean organic capability” for each Woodbridge plant. Drove lean

training and implementation of a lean tool kit utilizing PDCA, practical problem solving, QC seven tools, A3

report writing, value stream mapping, Five-S, SMED, kaizen events, KPI performance, and etc.

• Highlighted Activities – (A) 22% increased throughput, (B) $57,500 direct labor savings (annualized), (C)

49.7% space savings, (D) Implemented 114 kaizens for a $252,500 savings.

ADAIR CONSULTING AND TRAINING SERVICES – President (2008-2009)

• Develop and present various classes as requested by the client.

• Conduct on site problem solving sessions to solve actual problems.

• Consult, train, and facilitate LEAN events.

• Establish process improvement teams to reduce waste and costs, improve productivity and quality.

• Clients included Panera Bread, Ingersoll Rand, and Scott County School System.

TOTAL SYSTEMS DEVELOPMENT – Senior Lean Consultant (2006–2008)

• Air Combat Command A4 Logistics– Langley Air Force Base (Lean Transformation Specialist)

Consulted as a technical expert for the United States Air Force Air Combat Command (ACC) Air Force Smart

Operations for the 21st Century (AFSO21) Continuous Process Improvement (CPI) effort to implement LEAN

concepts. Conducted improvement events to increase flying sortie rate, increase aircraft availability rate,

improve standardized work, and decrease lead time in transactional operations.

Leadership - Provided Command-wide advice and expertise to Air Force Senior Leaders (MAJCOM,

Numbered Air Force and Wing Commanders) on implementation of AFSO21 policies and guidelines. Developed

and briefed senior leadership on processes of vision, mission, goals, objectives, measure statements, Rapid

Improvement Events (RIE) out briefs, action plans, current and future state Value Stream Analysis & Mapping

(VSM), and evaluative and analytical data/metrics. Assisted in developing, planning, dissemination, and

implementation of CPI policies and guidelines, and CONOPS throughout the Command.

Business Strategy - Prepared, developed and presented written and oral reports in support of Balanced

Scorecard, AFSO21 initiatives and submitted superior processes for Best Practice consideration. Analyzed and

evaluated, on a quantitative/qualitative basis, the effectiveness of ACC AFSO21 program operations in meeting

long- range planning objectives, the Command's mission, vision and goals.

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Cultural Change - Assisted the Air Force to fundamentally change the culture so that all Airmen

understood their role in improving their daily processes and eliminating things that don’t add value to the

mission. For such a comprehensive effort to be successful, it had to be led by commanders at all levels …from

the front. Served as an advisor to the senior commanders and non-commissioned officers in this cultural shift.

Conducted “follow-up” phase of Lean events to ensure Wing leadership, management officials and team

participants are following Lean principles such as identification of standard work, elimination of bottlenecks, and

etc. Taught how to move others in order to accomplish business objectives.

Training/Facilitation - Provided facilitation, tools and training to conduct and lead various Continuous

Process Improvements (CPI) studies (AFSO21, Lean, benchmarking, Value Stream analysis, and etc.) related to

productivity improvements. Assisted in writing the AFSO21 Playbook and Level I training for the Air Force.

Guided/assisted in developing organic AFSO21 capability throughout ACC by mentoring Level I and II

facilitator candidates through their training events and/or projects. Multiple depths of training (e.g., awareness,

facilitator, problem solving, just-in-time at events) to multiple audiences (e.g., senior leaders, facilitator

candidates, event participants).

Highlighted Activities

Improved 79% the amount of time for approvals for Intra/Inter Support Agreements.

624.5 days eliminated for the Triennial Review Process

Realigned the Air Combat Command into three value streams; Expeditionary Operations, Force

Development, and Weapon Systems Management.

Reduced by 40% the amount of time to review and rework EPR/OPR/Decorations.

Reduced from 28 days to 5 days the amount of time to inspect/transfer F-16s to the Air National Guard.

60% improvement in the monthly Logistics SORTS reporting process.

Attained 100% accountability of Air Force Weapons in Transit to the Area of Operations (AOR).

Conducted 21 problem solving classes from senior staff to airmen.

Identified and improved six top level processes across the logistics enterprise in the command.

30% Reduced waste and waste redundancy through the elimination of MRSP kit details.

Merged within the Supply Chain Management functions: Inbound, Outbound, Documented Cargo and

Shipment Planning elements into the same location.

Mapped the roles, responsibilities and relationships between the Global Logistics Supply Chain, Lead

Command Weapons System Support Teams, and Weapon System Supply Chain Managers, as it related to

overall weapon system management.

TOYOTA MOTOR MANUFACTURING, KENTUCKY (1987–2005)

Administrator - Fire Protection (1987–1989, & 2003-2005)

• Created and administered the overall fire protection for the plant, supervised the plant fire department with 35

firefighters, and 325 in plant fire brigade.

• Streamlined all processes to reduce waste and improve productivity.

• Coordinated inspections with OSHA, EPA, Industrial Risk Insurers, and government agencies.

• Created budget, standard operating procedures, and training classes.

Generalist – Human Resources (2001-2003)

• Handled employee benefits, compensation, job analysis, management interviews, strategic planning, union

issues, and opinion survey, resolved conflict and handled sensitive employee situations.

• Assisted in introduction of any HR systems that enhanced efficiency.

• Developed and conducted training classes.

• Conducted new hire orientations.

Administrator & Corporate Instructor – Quality Circles (1989-2001)

Led 350 process improvement teams towards LEAN to result in defect reduction, cost avoidance, loss

reduction and revenue enhancement with Toyota Motor Manufacturing, Kentucky (TMMK) for fourteen

years. Involved in hundreds of LEAN events. The teams saved the company $30,000,000 over 13 years with a

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success rate of 98% of the recommendations accepted by management. ROI received a savings of $12 for

each dollar invested.

Leadership Responsibilities - Worked with business leadership to set strategy, and led process improvement

initiative at TMMK ensuring initiative alignment with business vision and strategy.

Partnered with management to ensure LEAN transformation and improvement expectations which were

integrated into their business planning process and operating philosophy. Provided support and input to

management toward goals established by management. Worked with plant leadership teams to evaluate and

implement process opportunities to reduce cost, cycle time and waste. Facilitator for the Quality Circle

Steering Committee composed of senior management. Developed an annual rolling implementation plant that

was aligned with company strategic direction.

Culture Change - Worked with business leadership across the business enterprise to train, communicate,

standardize, sustain and facilitate the implementation of lean enterprise thinking and principles. Assisted cultural

change by acting as a catalyst for both technical and cultural change. Integrated best practices into the company culture

and collaborated with other Toyota companies.

Business Strategy - Improved throughput, quality and reduced costs in manufacturing and assembly processes

by applying the techniques and procedures from the Toyota Production System. Led, planned, managed,

facilitated and tracked kaizen activities and improvements. Created a dashboard to monitor performance and

improvements in key performance indicator metrics.

Training/Facilitation - Trained and coached process owners, champions, and project teams in the use of

process improvement tools and methodology. Trained over 4,000 team members and management.

Developed training books, materials, and training classes for the program.

Highlighted Activities: (A) Personnel Dept. $5,000,000 annual savings by reducing duplication of services.

(B) Plastics Dept. - $4,000,000 annual savings by identifying and eliminating where “orange peel” defects

were occurring. (C) Quality Dept. $2,500,000 annual savings by reducing the number of scratched roofs on

vehicles.

EDUCATION / CERTIFICATION

BA – FIRE/SAFETY ENGINEERING TECHNOLOGY, 1999

Eastern Kentucky University, Richmond, Kentucky

ASSOCIATE – FIRE SCIENCE TECHNOLOGY, 1978

Lexington Technical Institute, University of Kentucky, Lexington, Kentucky

CERTIFICATIONS – Master Black Belt – Lean (United States Air Force), Six Sigma Green Belt – Chattanooga

State, Needs Analysis, Instructional Techniques, Effective Communicating, Quick Training Designs, Train the Trainer,

Effective Meeting Facilitation– Master Trainer, Problem Solving (Toyota) – Master Black Belt. Commonwealth of

Kentucky: Fire Instructor, Vocational Education Instructor, Emergency Medical Technician-Instructor.

SOFTWARE SKILLS

• Excel

• Word

• Visio

• Microsoft Project

• Outlook

• Powerpoint

• Minitab

• Photoshop

• SmartDraw

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