Management Six Sigma

JOSEPH L. GUSTAITIS acp9bl@r.postjobfree.com

***** *. ******** ******* **** Cell: 210-***-**** Huntersville, NC 28078

TS/SCI Clearance (not active)

EXECUTIVE SUMMARY

Proven leader of Lean Six Sigma deployment effort as a Lean Six Sigma Black Belt with 15+ years of Change Management, Continuous Process Improvement, Strategic Planning, and Project Management experience. A rock-solid record of performance and a broad range of proven skills that include:

Problem Solving through Facilitation

Coaching/Mentoring through Inspiration/Motivation

Change Management by Creating Change Agents

Strategic Planning using Systems Thinking

Project Management stressing Execution

Process Management invoking Process Modeling & Innovation

Performance Management emphasizing Results and Success through key metrics

Human Resource Management through Creation of Learning Organizations

Operational Management driving Efficiency & Effectiveness

Organizational Development based on Team/Group Development

Principal personal strengths: Keen interpersonal skills to lead teams from top management to line workers, with a talent to liberate the team’s collective intelligence. Creates an environment that motivates people to perform at their best. Has a passion for results that engages the hearts & minds of the people producing innovative efforts from the most important company assets: the people.

CAREER ACCOMPLISHMENTS/HIGHLIGHTS

LEAN LEADER, McGUIRE NUCLEAR STATION, Duke Energy Oct 2013 to Present

Facilitation and Project Execution. Key responsibilities include supporting the Nuclear Business Organization with assessment of their processes in order to develop consistent, effective and efficient future state processes by applying various improvement tools within the methodology of Lean Six Sigma such as DMAIC. Used a depth of understanding of core processes and how these processes should function together to identify areas for process improvement. Collaborated closely with the process owners and Fleet/Site Leaders to ensure the recommended innovations and changes have an impact on the overall operation of the Nuclear operations. Excellent collaboration and communication skills, working with the Corporate Offices, Site VPs, Management/Supervisory and Craft personnel at all levels to identify and prioritize improvement projects and work.

Facilitated Nuclear Security Officer Turnover: Problem was presented that too much time was being used for the nuclear security officer turnover process. Developed and executed a data collection plan to validate the problem. Crafted a Voice of the Customer Survey for the Sponsor, dispatched, and received an unprecedented return rate of 85%. Visited every site within the fleet, observed, collected data, and collaborated with leadership to develop plan for a Lean Event. Facilitated the Value Stream Analysis of the current state at each site, identified waste, redundancy, non-value added steps, inefficiencies, ect, moving into root cause analysis, affinity charting, brainstorming, and group consensus to close gaps. The results identified non-standard work across the fleet allowing for recommendations to standardize the process and physical footprint of each site, resulting of an annual savings of $1.8 million fleet-wide.

Facilitated Workers to the Field and Outage Critical Path Start-up: Events were fleet-wide and multi-site initiatives. Spent several months executing Lean Six Sigma methodologies resulting in recommendations that standardize processes, eliminate waste and redundancy, resulting in multi-million dollar savings.

Other initiatives include facilitating Schedule Analysis Processes

LEAN SIX SIGMA BLACK BELT (Air Force Medical Operations Agency) Oct 2011 to Sep 2013

Facilitation and Project Execution. Facilitated projects/events spanning Air Force Medical Operations Agency, Medical Treatment Facilities (MTFs), and several external organizations with diverse team membership ranging from General Officer level to the line worker throughout the United States and Europe. Created and managed a Continuous Process Improvement culture that required real implementation efforts from the top and bottom of the agency’s 40,000 plus personnel. Able to work in complex settings, situations, and people, to “see the whole” and then to simplify it to drive results is a core skill. Projects/events included Strategic Planning, Value Stream Analysis, RIEs, 6S, Performance Management, and group facilitation.

- Facilitated Emergency Department Analysis Process Improvement Project: Working directly with hospital medical directors and leadership, created the Strategic Business Case Framework for the emergency departments (ED) at several MTFs. Identified opportunities for better employment of established resources to better define the way the departments flow patients. The standard door-to-Doc time is 60 minutes. At Lakenheath Air Base, UK the first measurable month resulted in a wait time drop from 68 minutes to less than 20 minutes.

- Facilitated Health Facilities Design (HFD) Project: Developed a strategic plan for the Nellis, Air Force Base HFD project that addressed the need for lean methodology as they created the plans for a $90Mil renovation of the hospital. Toured each clinic prior to meeting, facilitated clinics on HFD project, observed patient flow in several clinics and observed medication flow through the pharmacy while continuing to look for opportunities to mentor, facilitate, and apply AFSO21 methodologies for performance improvement. Process mapping of all the major departments allowed them to lean out waste, refine their processes, develop proper space utilization, and save countless hours of rework.

- Agency Training: Responsible for every aspect of the Training Certification Program including green and black belt student, Continuous Process Improvement awareness training, senior leadership and the Eight-Step Process training.

LEAN SIX SIGMA BLACK BELT (US Air Force – Military) Nov 2009 to Sep 2011

- Facilitated Chief of Staff of the Air Force’s number 1 priority project: Created the Strategic Business Case Framework for the Reinvigoration of the Nuclear Enterprise. Identified opportunities for better employment of the Total Force to conduct AF core nuclear functions in support of Joint Commanders, defined roles & responsibilities, and determined an appropriate governance process to respond to strategic direction and implement the identified opportunities and processes.

- Facilitated the Value Stream Mapping of several core nuclear Air Force Specialty Codes. Led several complex projects relating to the personal reliability programs (PRP). Developed teams; conducted JIT training; followed the Define, Measure, Analyze, Improve, Control (DMAIC) process improvement model; developed scope; identified improvement efforts; developed both draft and final charter; collected and analyzed data; conducted in and out briefs; monitored progress; follow up and tracked results. To date the efforts have resulted in savings of $4.5 Million annually and the addition of 3 funded manning positions to conduct pre-screening for the PRP process.

- Facilitated Job Inventory Development (JID) and Occupational Analysis Report (OAR) production – Helped the team realize that the Voice of the Customer will define deliverable; developed standard work – standard training; improved computer processes; improved computer software platform; identified that correct algorithms will lead to correct data collection; eliminated inefficiencies in the process; developed business model for centralized scheduling office to streamline process; proved Analyst much more efficient with IT travel support; Education and Marketing created process giving visibility to senior decision makers.

- Facilitated multiple Strategic Planning projects for major directorate elements to develop their strategic plan; mission, vision, objectives, imitative, performance management plans, and maturity matrices.

- Facilitated multiple line-level RIEs. These are critical to building grassroots awareness and capability to further CPI efforts by instilling it into the DNA of the workers.

Project Coaching and Mentoring. Mentored and coached Air Force Champions, Team Leads, Team members, Black /Green Belts students to enable successful execution of projects. Traveled extensively to ensure coached/mentored individuals successfully executed projects while developing their interpersonal and lean six sigma practitioner skills.

Deployment Consultation. Developed, coordinated, and led Air Education and Training Command (AETC) Enterprise transformational efforts of 2 Numbered Air Forces, 15 Wings, and a combined force of 200,000+. Worked with major departmental divisions to plan, build, and sustain organizational efforts with the goal of organic capability.

Helped develop a groundbreaking product to deploy CPI Strategic Alignment and Deployment from leadership to key stakeholders – Breakthrough enabling a scalable enterprise CPI engagement effort

Created project plan to build organic capability throughout the command

Maintained and updated Air Force Black Belt, Green Belt, and Awareness training

Instructed Air Force Green Belt courses

SUPERINTENDENT, AETC LEAN SIX SIGMA BUSINESS OFFICE (USAF) JAN 2009 – JAN 2010

-Used Air Force Smart Operations for the 21st Century (AFSO21) tools and methodologies to drive continuous process improvements and sustain excellence throughout the command

-Eliminated waste, reduced variability and constraints, and reduced cycle times across AETC products and services

-Used AFSO21 tools & methodologies to close performance gaps related to objectives on AETC strat map

-Developed and applied management techniques and methodologies to plan, execute, review and advise senior leaders on budget, policy and regulations

-Recruited candidates and trained them on LSS methods to enable AETC to have organic capabilities

-Facilitated office event that resulted in a clear mission/vision and effective visual management

-Crafted many electronic staff packages establishing CPI policy and guidance so the command could articulate in one clear voice

-Transformation catalyst; highly sought by-name hire to lead AETC/A10 Nuclear Enterprise Process Mapping

-Used LSS methodology to initiate manpower study for CPI Office resulting 3 GS12 CPI technicians and 2 additional military positions increasing the manning document by 200%--great use of personnel actions and performance reviews

- Superb mentor to first term Airmen by providing CPI awareness training to initiate cultural change regarding LSS

SUPERINTENDENT, HQ AETC COMMAND STAFF (US AIR FORCE) 2005 – 2009

-Directed execution of plans, policies, & procedures; ensured efficient operation of 1600 person staff

-Supervised/trained five military personnel, provided administrative guidance/direction to the Cmnd Section, 19 HQ AETC Directors/Chiefs of Special Staff, Air University, 2 Numbered AFs, and 15 Wings

-Implemented, oversaw, and advised on 40 support programs and all initiatives/policies pertaining to communications and information, networking, personnel, manning, budgets, security, logistics, and contracts to AETC Commander, Vice Commander, Director of Staff, and Cmnd Chief Master Sergeant

-Advised other Major Commands/Air Staff officials on a wide range of procedural and career field issues

-Functional advisor for Headquarter Information Managers

-Controlled the Command suspense tracking and workflow system for six thousand suspenses annually

-Managed over a $1 million budget and $500K automated data processing equipment account

-A leader/mentor to junior enlisted; expertise trusted by HQ staff executives, directors & general officers

-Initiated lean six sigma procedures while coordinating with Air Staff; garnered credible timelines and clear process requirements which resulted in a return rate being slashed by 22%

-Facilitated HQ manpower positions for right sizing on staffing & conversion issue saved $13K annually

-Enforced standards by training every new Action Officer to AETC on staffing procedures maintain 15 months of 100% suspense on-time rates

-Recognized by the 4-star as Continuous Process Improvement guru

-Broad experience: responsibilities in operations, training, and human resource management

-Comfortable leading complex projects to executing highly detailed activities

PROFESSIONAL DEVELOPMENT and EDUCATION

Black Belt Certification (Navy) – NAVSEA Lean Six Sigma College, November, 2009

Senior Leadership Course, Center for Creative Leadership, September 2007

Graduate of the United States Air Force Senior and Mid-level Management Schools.

Education

Masters Degree, Business Administration, Touro University International, Jun 2004

Bachelors of Science, Management Studies, University of Maryland, May 2001

Associate Degree, Information Management, Community College of the AF, 2001

Associate Degree, Management Studies, University of Maryland, May 1997

ADDITIONAL INFORMATION

-Computer skills include iGrafx Business Process Analysis, Microsoft Office (Word, Excel, PowerPoint, and Access), and Minitab statistical software. Will strive to learn any new system.

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