Quality Customer Service

Bill Zajac

**** ********* ****, ************, ***** Carolina 28078

Phone: 704-***-**** ? Email: acpkm3@r.postjobfree.com

Improving Efficiency, Customer Service, and Quality

Experienced Lean Six Sigma leader and practitioner with 10 years in

Financial Services and over 20 years as a process improvement professional.

Expertise leading initiatives and teams to reduce risk, improve

efficiency, reduce expense, and to increase quality. Recently relocated to

Charlotte in a contractor role and seeking a permanent position with a

growing company.

> Visionary leader with a successful track record of leading teams to

deliver process and technology improvements that have reduced expense

and increased efficiency, service levels, quality, and customer

satisfaction.

> Experience leading large and complex transformational improvement

initiatives in operations, product development, regulatory, quality

assurance, supply chain, etc...

> Led the turnaround of the Operational Excellence team of Lean Six

Sigma Black Belts from delivering a negative profit contribution to

positively impacting run rate by $3M in year one and $5M in year two.

> Skilled at building a portfolio of improvement opportunities and

managing the program for execution and delivery.

> Trained, coached, and mentored over 200 green belts, black belts, and

teams through formal training and projects.

> Highly collaborative and influential leader across the organization

and consistently deliver high employee engagement.

Process Improvement Strategic Planning Training & Development

Business Re-Engineering Best Practice Deployment Change Management

Customer Experience Technology Implementation Lean Six Sigma

Program Management Metrics & Reporting Project Management

Professional Experience

Allianz Life Insurance Company of North America

2005 - April 2015

Senior Director Operational Excellence

2014-April 2015

Directly responsible for leading the Operational Excellence capability to

deliver business and process improvements yielding significant expense

savings, improved quality, and improved service.

Developed the vision and strategy for OPEX 2020 to drive organizational

culture change and improvement sustainability

. Lead the team of 10 Black Belts that delivered $5M in 2014 expense

benefit, $4M in margin growth, and increased quality

. Established the 2015 improvement portfolio that will yield $5M+ of

expense benefit and $21M in margin growth

. Leading the three year Distribution Transformation program to drive up

revenue in a rapidly changing marketplace

. Leading the end to end Enterprise Operations Front End process

transformation

. Leading the Records Information Management program to reduce risk and

reduce data storage expense

. Routinely identify and develop improvement opportunity proposals and

secure business leader approval to execute

Deliver organization wide Lean Six Sigma training, coaching, development,

and recognition.

Director Operational Excellence

2012-2014

Directly responsible for leading the Operational Excellence capability to

deliver business and process improvements yielding significant expense

savings, improved quality, and improved service.

. Led the turnaround of the OPEX capability by establishing the vision,

strategic plan, operating model, structure, resource strategy, and

processes to drive material

. Grew the team from 8 to 10 Black Belts that delivered $3M in first year

re-engineering benefits

. Established and led the portfolio of work that has reduced Producer

appointment and maintenance expense by $1M

. Led phase I process design work supporting the launch of ApplyNow online

application entry and Self Service

. Led the organization wide initiative to improve policy holder contract

quality to >99.9% accuracy.

. Established and led the best practice pilot deployment for Distribution

recruiting and wholesaling processes.

. Broadened the footprint and impact of OPEX into nearly all primary

divisions within the organization.

. Achieved overall employee engagement of 89% through the department

turnaround.

Senior Manager Quality Assurance

2011-2012

Responsible for leading Operations Quality Assurance team to measure,

report, and improve quality to meet and exceed established quality goals.

. Implemented improved quality measurement & reporting system reducing

cycle time by 90% enabling fast issue response.

. Coached and mentored green belt team to deliver a 20pp improvement in

regulatory quality for critical state.

. Implemented statistical process control, enhanced analytics, and

reporting to drive improvement for top trends and issues.

. Increased QA customer satisfaction by 21% and improved the timeliness of

quality results by 50% for key processes.

. Partnered with the SPCM Vice President to define and advance a broader

view of organizational quality receiving support to pilot expansion of

Quality Management to a critical process crossing multiple divisions

Principal Business Process Consultant

2005-2011

Responsible for leading large scale transformation and process improvement

initiatives, often with C-level accountability.

. Established and instituted a systematic approach to realize cost

reduction. Includes utilizing cost allocation, generating the

improvement project pipeline, prioritizing top opportunities, training

project teams, and coaching, measuring, and monitoring results.

. With Global visibility, led effort to define new Product Development

process from concept through implementation including establishment of

key performance indicators of quality, service, profitability, and

satisfaction. Effort spanned virtually every department in the

organization and involved 140+ individuals.

. Lead Process Consultant to diagnose complex root cause quality issues and

implement solutions for rate management issues negatively impacting

company profitability ($5.5M) and creating long term financial risk.

Included development of RACI to drive clear accountabilities and

responsibilities throughout the processes.

. With C Level accountability, led cross functional team to improve the

contract & prospectus drafting process to a 2010 quality level of 100%,

ensuring compliance with state and federal law, and mitigating future

litigation risk.

. Lead Process Consultant to re-engineer and automate the premium

application process including selection and implementation of third party

vendor, process re-design, and new software development and

implementation resulting in an ROI in excess of $1M.

. Initiated and led effort to improve cash deposit process resulting in a

50% decrease in labor, a 100% same day deposit rate, and an increase in

interest earned.

. Lead trainer for Lean Sigma training at Allianz Life, training over 100

Belts in last 2 years. In addition, defined and implemented just in time

split training for teams working projects with tight timeframes.

. Responsible for coaching and mentoring Black Belts and Green Belts

through their certification projects as well as providing ongoing

coaching and mentoring support as they face more challenging project /

change situations.

. Led Central Project Office through process to develop the vision,

strategic plan, objectives, goals, and accountabilities to advance the

process improvement culture at Allianz Life.

. Strong executive presence and relationship builder at all levels of

organization through utilization of excellent interpersonal and

communication skills, passion, commitment, and the fact that results are

delivered as promised.

G&K Services

2004-2005

Business Process Engineer

. Immediately earned credibility with executives through the Six Sigma

approach to analysis of route and office operations, identifying

productivity and pricing improvement opportunities in excess of $5 M

annually.

WILSONS LEATHER

2000-2004

IT Project Manager

. Leveraged DMAIC, Technology, and Change Acceleration Process to improve

Sourcing operations reducing non-value labor by 100 hours per week and

reducing order to receipt cycle time by 15%.

. As leader of supply chain improvement initiative, led cross-functional

team to analyze opportunities in product development, forecasting,

supply, and fulfillment. Developed, modeled, and piloted recommendations

with ten key items. Resulted in improved inventory turnover from 1.7x to

4.0x, just in time product flow, improved in-stock levels, and improved

forecasting.

. Led change in the organization from opinion based management to

management by fact including the initiation, alignment, and

implementation of supply chain key performance indicators

GE Capital Solutions

1998-2000

Black Belt / Master Black Belt

. Delivered $500 thousand in labor savings by improving warehouse labor

utilization through the development and implementation of a warehouse

labor staffing model.

. Lead role in $10 million outsourcing initiative. Project leader for team

to develop and execute transition plan for top 50 accounts. Responsible

for identifying service level agreements and defining and implementing

the exception processes needed to ensure meeting those service level

agreements.

. Lead role in developing new joint demand planning process between GECITS

and Tech Data to improve customer fill rates and minimize inventory risk.

Target Stores

1987-1998, 2000

Process Improvement Consultant

. At Target, lead role in $300 million expense reduction initiative that

involving significant store level process re-engineering and

implementation of store level process improvement process.

. As lead consultant, reduced packaging cycle time from 8 weeks to 21 days

ensuring product will be delivered to the store for the initial set. In

the process, reduced expense by $1 million by bringing the separations

process in house.

. Delivered expense savings of $1 million through the measurement,

identification, and rollout of best methods across the network of seven

distribution centers.

. Lead consultant in Super Target intervention. Led management to

alignment of vision, strategy, roles, internal customer/supplier

alignment, and strategic planning. Significantly reduced conflicting

priorities, infighting, and the inefficient use of resources.

. Led Tifton Distribution Center to improved performance after management

reorganization had led to volatile working relationships and poor

financial performance.

. Developed and delivered problem solving and data analysis training to

ensure employees have the skills required to solve problems effectively &

efficiently.

Education and Certifications Community Service

BA, Accounting, 1988, University of Board Member, Operation SERVE: Allianz

Saint Thomas Life Employee Resource Group supporting

our military and their families

GE Certified Six Sigma Black Belt Steering Committee Member, Maple Grove

Beyond the Yellow Ribbon: Supporting our

military and their families

GE Master Black Belt Dominican Republic Mission Team: Three

mission trips to the Dominican Republic

including two years as team leader

GE Change Acceleration Process Training Co-Facilitator, CLC: Leading a group of

ten men through 2 years of Christian

Leadership Training

Allianz Operational Excellence Training Junior Achievement / Best Prep:

Volunteer as e-mentor for high school

youth and also for JA in a day financial

concepts

Allianz Life Black Belt of the Year, Men's Ministry and Bible Studies: Have

2010 led men's ministry and numerous bible

studies since 2000

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