Customer Service Manager

PAUL R. ADAM, *** Hillcrest Circle, Wexford, PA **090

Mobile: 412-***-**** Email: ********@**************.*** Web: www.sipocsolutions.com 1

Summary

Passion for driving a strategic continuous improvement system to achieve sustained financial results

Broad cross-functional experience including manufacturing, supply chain, product development, technical service, customer service, sales, marketing, product management and finance organizations

Hands-on experience with all levels in an organization at both the tactical and strategic level using appropriate Lean, Six Sigma, Change Management and Organizational Behavior techniques and tools

Certified Lean Six Sigma Black Belt and certified in Change Management; function like a Master Black Belt Professional Experience

NGA Human Resources – $1.5 billion human resources outsourcing service provider 2013-2014 Vice President, Operational Excellence

Established consistent continuous improvement approach in four regions of the world

Led a global team of 45 including 7 direct reports (personally hired 4) responsible for Lean Six Sigma, Client Performance Improvement, Customer Satisfaction Reporting, Transformation Initiatives Portfolio and Process Standardization

Responsible for global improvement project portfolio that achieved $31M profit improvement in FY14 vs.

$28M plan with a $4.5M capital investment; projects included robotic automation, productivity scorecard, quality monitoring and off-shoring operations

Thermo Fisher Scientific – $12 billion provider of scientific research products and services 2006-2013 Director, PPI Business System (Practical Process Improvement and Lean Enterprise)

As an executive staff member, established a continuous improvement system for a global commercial and distribution division with 3,500 employees in Sales, Marketing, Customer Service Centers, On Site Customer Service, Supply Chain, Distribution Operations, Product Management and Finance

Led both the Global and US Executive Steering Committees in managing the program and project portfolio that resulted in a $6.6 million annual bottom line contribution and 25% improvement in customer satisfaction

Qualified and mentored 16 Process Managers at 15 sites in 12 countries in North America, Europe and Asia

Trained over 400 executives and managers, and mentored executive leaders in each of the 15 sites

Facilitated development of overall North America improvement strategy (A3), monitored/updated 90-day implementation plan, led Kaizen events and facilitated daily management (team huddles) deployment

Responsible for the most complex projects including First Contact Resolution, Annual Price Change, Salesforce Turnover, On Time Delivery, Higher Margin Product Conversion and Past Due Orders Siemens – $1.5 billion global supplier of water and waste water treatment products and services 2006-2006 Director, TOP+ Program

Managed improvement program aimed at increasing operating profit working directly with heads of Finance for each business unit in the Water Technologies division; target was 4.5% of COGS productivity savings Medrad, Inc. – $400 million medical device manufacturer and MBNQA (Baldrige Award) recipient 1999 - 2005 Performance Excellence Consultant (2004-2005)

Facilitated improvement projects in product development, customer service, manufacturing operations, materials management and regulatory compliance

Led implementation of major redesign to service offerings aimed at significantly turning around margin and market share declines in global field service business; led to $500k revenue increase in first year

Led Kanban implementation that resulted in a 25% inventory reduction in 5 months

Developed and rolled out company-wide Lean Sigma improvement program; mentored project leaders using Lean Sigma methodology

PAUL R. ADAM, 855 Hillcrest Circle, Wexford, PA 15090 Mobile: 412-***-**** Email: ********@**************.*** Web: www.sipocsolutions.com 2

Manager, Product Development Productivity (1999-2003)

Implemented stage-gate product development process that resulted in a 30% reduction in time-to-market, a 20% reduction in cost of development and a 15% reduction in manufacturing costs

Led cross-functional intranet site implementation for use by development engineers, manufacturing engineers, quality engineers, product managers and program managers

Led strategy development for new product development performance improvement including development of future state, product differentiation strategy and 3-year implementation plan Koppers Industries – $670 million chemicals and treated wood products producer 1998 - 1998 Manager, Total Quality & Productivity (1998 - 1998)

Drove business performance improvement through strategic planning, productivity improvement initiatives, and implementation of an overall company performance measurement system (balanced scorecard)

Led development of first ever strategic plans for the two business units and first customer survey for one

Created a linear programming model to reduce utility pole production and distribution costs over $600K Westinghouse Electric Corp. – $12 billion Corporation primarily in electrical and electro-mechanical systems Senior Consultant (1989-1998)

Sold and delivered training and consulting services in process improvement, SPC, benchmarking, performance measurement and change management both internal and external to the company

Benchmarking (internal and external) expert for the entire corporation; chairman of internal symposium and member of APQC’s International Benchmarking Clearinghouse Design Steering Committee

Led product development reengineering as well as redesign of all mechanical manufacturing processes for a division that was a Malcolm Baldrige National Quality Award recipient

Facilitated projects in manufacturing optimization through designed experiments, design for cost and reliability, design for manufacturability, inventory reduction, make or buy, proposal development and employee recognition programs

Implemented balanced performance measurement (scorecard) system in defense electronics division Industrial Engineer, Quality Improvement Coordinator, and Program Quality Manager (3 separate roles)

Managed quality assurance activities and personnel for a $300 million development and production contract.

Coordinated quality improvement program and managed recognition program for a 4,000-employee division

Developed productivity measurement system, conducted flow analyses and set-up balanced assembly lines Education

Executive MBA, International Business, University of Pittsburgh

BS, Industrial Engineering, University of Missouri-Columbia Certifications

Lean: Strategic A3, VSM, Kaizen Event, Visual/Daily Management, 5S, Standard Work, 2011-12

Six Sigma Black Belt, 2005

Quality Manager, 1997

Change Management, 1994

Empowered Workforce Instructor, 1992

Community Service

Project leader for various United Way Day of Caring projects

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