Six Sigma Quality

Prabhat K. Tekriwal

***** ***** ***, *********, ** 55044; Phone: 952-***-****; E-mail: acqexb@r.postjobfree.com

CAREER PROFILE/INTERESTS

Do what it takes to Lead, Get the job done and Excel. Ph.D.- and MBA-level Certified Master Black Belt and Certified Lean Master, with over 17 years’ experience of hands-on Lean/Kaizen/Six-Sigma/Design/Innovation/Quality/HSE training and implementation (10+ years of executive-level Lean Six Sigma Quality/Reliability/HSE deployment) and 14 years of R&D/New Product Dev., seeking executive position in Customer-centric Operations Excellence, Innovation/Lean-Six-Sigma/Continuous-Improvement Strategy Development & Implementation, Supplier selection/development/negotiation, Design For Six Sigma, International Lean-Six-Sigma Deployment, Global Change Implementation and Management through Executive Partnership and Collaboration. Experienced in being the Architect of Quality and Lean-Six-Sigma Deployment including Innovation and Design for Lean Six Sigma from Ground Zero at Three Companies, Quality Function Infusion with Lean Six Sigma, Lean transformation of Operations; Data analytics/Statistical design/control; Transactional and Software projects (Waterfall, Agile, Scrum), Purchasing, Driving efficiencies in the Supply Chain – Order entry, Order release, Production execution, Inventory management, Procurement including supplier partnership development, Distribution, Logistics, Cash flow management (Accounts payables and receivables); Business integration – Mergers and Acquisitions, Divestment; Finance, HR, HSE, IT, Global procurement (Asia, Europe, and North/South America), Healthcare org. Ability to re-engineer processes. Astute business acumen, High-level interest in a results-focused “change-agent” executive role.

EDUCATION / CERTIFICATIONS / TRAINING

• MBA, University of Tennessee at Chattanooga, GPA: 4.0/4.0.

• Ph.D. in Mechanical Engineering, University of Illinois at Urbana-Champaign, GPA: 5.0/5.0.

• M.S. in Mechanical Engineering, University of Colorado at Boulder, GPA: 4.0/4.0.

• B. Tech. in Mech. Eng., Indian Institute of Technology, GPA: 9.62/10.0. Rank: First (Gold Medalist).

Certified Green/Black/Master Black Belt/Lean Master in DMAIC, DFLSS and Lean.

Certified LeanSigmaTM Leader in Lean (Kaizen Principles) from Maytag (trained by Toyota sensei).

Certified Lean Master, Telex/Bosch. Project Management. Certified ISO 9000 Internal Auditor.

Trained in “Leadership Development Program,” Center for Creative Leadership, 2000; “Manage without Authority” Dale Carnegie, ’06; “Change Execution,” “Innovation for Growth and Value,” “Accelerating Executive Leadership,” “Communicate with Impact,” “Global Diversity and Inclusion,” “Technology for the Future,” “Change Acceleration Program” (delivered by GE employees) and “WorkOut Facilitator,” Verizon Leadership University – 2013-14.

KEY LEAN-SIX-SIGMA QUALITY INITIATIVES AND SELECT ACCOMPLISHMENTS

Strategizing and leading Innovation and Design For Lean Six Sigma enterprise wide at Verizon

oTransformation: Initiated Design For Lean Six Sigma deployment; Built Innovation as a Process for clients (“Innovation Boot Camp”) – Mobilized Leaders to generate over $1.5 Billion innovation revenue pipe-line ($5 billion goal exceeded for Lean Six Sigma)

oLeading and working with Process Excellence Leads (VP’s) from all Business Units globally

oDeveloped World-class DFLSS training material from scratch including Innovation modules – Design Thinking (Empathy), Gemba visit, Ethnography, Agile/Minimum Viable Product, QFD, TRIZ, Waterfall and Agile, Scrum, Pugh, Kano, Reliability, Multiple Innovation Tools

oDesigned and delivered DFLSS training for Leaders, Champions, Black Belts & Employees

oHired 7 Senior Master Black Belts (Directors) and built the Innovation and DFLSS team

Strategizing/transforming and leading Operational Excellence effort at Cabot Microelectronics R&D

oSet up Lean Six Sigma execution strategy in Product Development, Operations and Quality, LSS Training, Coaching and Mentoring for global workforce, Employee skills building

oLed the Health, Safety and Environment team to map out the areas violating the Safety codes and re-designed the area, material flow and people movement compliant with HSE guidelines

oIdentified root-cause sources upstream in the supply chain, driving efficiencies and variation reduction in products/processes – internally and externally with 2nd and 3rd tier suppliers

oEstablished new supplier partnership in product development breaking new pads markets

oPartnered with key major clients to resolve the performance quality and capability issue

o Leveraged Lean Six Sigma methods including Lean and DFSS to design Next-Generation innovative pads and slurry products (>$60 million additional revenue)

o Defined metric for customer requirements and Commissioned new equipment

o Installed the Continuous Improvement culture on operations floor, Clean Room & Pilot Plant

o Trained champions, identified projects; selected, trained and mentored Black Belts/Green Belts; Implemented Execution Control and Project Management tools (27 projects completed and 24 Belts certified in 2011-12)

o Developed training material – “Defect Elimination (Poka Yoke)”

o Developed/implemented Six-Sigma Refresher on line for employee continuing education

o Leveraged Six Sigma while setting up R&D labs in Korea & Taiwan – Driving Gage R&R

Executive-level leadership role for Lean Transformation of CareFusion MTS operations & plants

o Recruited Master Black Belt (Director), Black Belt and Lean Champions for the business and plants domestically and internationally (managed off-shore teams)

o Assessed health, Identified gaps and Transformed the domestic/international plants, suppliers to Demand-pull ($120 mil. savings) – One-piece flow, Balanced line, Set-up time reductions, Mixed model flow (heijunka), Kanban in the supply chain – factories, warehouse & suppliers

o Developed training material for Line Balancing and delivered OpEx Kaizen training

o Led the executive leadership team to identify strategically aligned opportunities including acquisition and divestment targets and projects

o Executed multiple Kaizen events, GB and BB projects with $7.2 million savings

o Reduced lead time at NeuroCare from 6 days to 1 day (same-day shipping) via Lean/VSM

o Executed DFSS Black Belt project to improve International Product Launch process

o Infused Quality and Supplier Quality programs with Lean-Six-Sigma culture and tools such as Fishbone, FMEA, Capability, Gage R&R, etc. (Strengthen ISO 13485 process)

o Instituted Risk analyses, FMEA and Supplier Scorecard development programs

Developed “LeanSigmaTM” program at Maytag by marrying on-going Lean Manufacturing program with the new initiative of data-driven Six-Sigma program (1999)

oCo-led LeanSigma Service Call Blitz initiative and drove Six-Sigma (DMAIC) culture across company (Reduced $22 million chronic warranty expense by 50% in Cooking Products)

oAdded value for “win-win” and negotiated price reduction of $360K through BB project

oQualified alternate supplier manufacturing site in Brazil for $1.25 million savings

oDeveloped alternate supplier in China leveraging Six Sigma ($1.74 million cost reduction)

o My participation in ethnography resulted in Wide-by-Side Refrigerator innovation

o Led the innovation effort of two-oven Freestanding Cooking Range design

o Executed ethnography study to capture Voice of Customers and to define “dis-satisfiers, satisfiers and delighters” features for the next-generation product designs (Kano analysis)

o Pro-actively sought alternate suppliers in Asia (China, Thailand, Taiwan, Vietnam), Europe (Italy, Germany, The Czech Republic) and Americas (Mexico, Brazil), and leveraged Lean Six Sigma to ensure capability (quality) and reduce cost (> $1MM every year, 2000 -2003)

o Established “partner” relationship with suppliers (“Customer & Partner” in business) and improved product quality levels by teaching and installing ISO, APQP and LSS methods – leveraged suppliers as extended arm of product development, innovation and testing/mfg.

Initiated “Lean” and contributed to DFSS initiative at Philips Healthcare (PMS)

o Trained employees and led Kaizen event through Current-state and Future-state Value Streams and eliminated the need for 37,000-sq. ft. warehouse need ($560K annual savings)

o Gemba visit at the customer to devise hands-free Voice-activated Ultrasound innovation

o Leveraged “Line Balancing” to reduce Ultrasound Probe manufacturing cycle time by 20%

o Conducted Value Stream (Lean) exercises in Hospitals and Clinics to take the waste out

o Data Analytics: Through Value Stream I put controls in place to effect a change in Accounts Payable area from Net22 (current data) to Net40 (contract terms) with positive cash flow of $18 mil. (Balance Sheet effect) and savings of $2.1 mil. (Income Statement effect)

oImproved distribution center efficiency by enabling order processing at 3X ($220K impact)

oDelivered software with IT/Eng.; Reduced cost by $213K/yr; Waterfall-Agile, Scrum, CMMi

o Conducted Voice of Customers (VOC) surveys as part of DFSS (Design For Six Sigma)

Built and deployed Global Enterprise-wide Quality and “Lean6Sigma” program at Telex/Bosch Communications from ground zero – USA, Mexico, UK, Germany and China (2004-2008)

o Led the HSE team and put new processes in place to reduce accidents and near-misses; leveraged Lean Six Sigma tools such as FMEA (Failure Modes & Effects Analysis)

o Managed off-shore teams; Led the integration team to assimilate into Bosch after acquisition

o Led the effort to get plants ISO9000 and AS9100 registered (Bosch’s PxP process, APQP)

o Initiated CAR/8D, RCA-Root-cause Analysis (5-Why, C&E) and Customer Feedback System

o Implemented new quality metrics such as WRR (Warranty Rate of Return), EDF (External Defect Cost), IDF (Internal Defect Cost) and their monthly tracking and improvement effort

o Trained personnel in DFM and DFA (Design for Manufacturing and Assembly or DFMA)

o Developed the infrastructure of Champions, Green Belts, Black Belts, CI Leaders and MBB's

o Initiated and built a self-dependent Telex Lean6Sigma program in 2 years (savings of $2.5 million or 4.2% of cost base, $1.8 million positive cash flow)

o Initiated supplier quality program with Lean6Sigma leverage ($500K annual cost reduction)

oEstablished VMI (Vendor-Managed Inventory) at manufacturing site

oWorked with HR to manage internal equity for Green/Black Belt talent retention

oExecuted “Order Entry Improvement” to reduce order entry and customer acknowledgement time from 12-24 hours to 2 hours (no. of process steps reduced from 149 to 26)

oFreed up 6400 sq.ft. space through Value Stream exercise and accommodated a new mfg. line

Initiated/deployed Operational Excellence and led Quality department at Elkay Cabinet Division - “Cost-of Failure” reduction; BP - “WorkSmart” CI (Continuous Improvement)

o Developed Quality Excellence System, ISO-based requirements, APQP/PPAP, CAPA /CAR, 8D and “my quality check” systems as part of GMP (Good Mfg. Practices)

o Defined and implemented SQPR (Supplier Quality Program Requirements)

o Initiated new direction for Line Audit and improved pass rate from 52% to 90+%

o Improved Repeat Warranty rate by 30% (7.9 to 5.5 per week per plant for 8 plants)

Leveraged DFSS (Design For Six Sigma), CAP, WorkOut and Simulation Tools at GE and Maytag

o Designed Combustor Baffle to prevent plant fires with $500 million savings – 1 patent

o Designed venturi for GE Dishwasher and eliminated the water-leak completely – 2 patents

o Led software and mechanical design effort of X-ray tubes (for CT scanners) for high-power and high-resolution images to outperform the competitors' designs - 2 patents

o Led “Energy Nose” refrigerator design effort to reduce energy usage by 20%

o Designed an oven for 5 times the normal cooking speed and reduced cost by $30 per oven

PROFESSIONAL EXPERIENCE

(Executive) Director, Process (Re-)Engineering (Process Excellence & Innovation), Verizon, 2013-

Verizon Lean Six Sigma deployment enterprise wide, Innovation & Design For Lean Six Sigma training and deployment, TRIZ, Design Thinking (Empathy, Gemba visit, Ethnography, Agile/Waterfall, Scrum), Adaptive and Flexible Design, Software Development Life Cycle, Thought Leadership, Change Leader, Enterprise-wide influence with stakeholders at all levels – CEO/Presidents/SVP/VP/Customers/ Suppliers, Succession planning, Consultant/Advisor to Business Leaders, Challenge status quo to instill Innovation, “Innovation as a Process,” $1.6 billion new revenue ($5.7 billion business benefit overall).

Master Black Belt, Director Six Sigma, Cabot Microelectronics Corporation, Aurora, Illinois, 2011-’13

Lean-Six-Sigma operational excellence strategic deployment enterprise-wide, Global R&D excellence, HSE/Quality Excellence, Strategic capability building, Training, Coaching leaders/champions, Mentoring BB’s/GB’s, Project Management, Thought leadership - >$60 million additional revenue and new-gen innovative products (market share growth), Spec. development, RFP/RFI/RFQ’s.

Director, Operational Excellence Deployment (Executive), CareFusion Corp, Waukegan, Illinois, 2010

Top executive for Lean/Six-Sigma deployment in Medical Technology and Services division, part of

senior executive team, Strategic Lean Six Sigma capability building – Talent development in core team and repatriation into business units, Projects on business unit Acquisitions and Divestments, Organizational culture-change deployment, Change Leader, Lean Transformation of plants, operations, suppliers & healthcare/hospital customers, Team building, Training delivery, Talent hiring, Managing individuals and teams including remote locations, $7.2 mil savings (business), $15 mil (supply chain).

Master Black Belt, British Petroleum, La Palma, California, 2009

Lean/Six-Sigma/Work-Out/PDCA deployment, Strategic capability building, “WorkSmart” CI program/project management, Thought leadership; Inventory, Procurement, Transactions and Cash-flow improvement– $4.2 mil savings, Quarterly cash flow variance reduced from $60 mil to $5 mil.

Director of Quality, Operational Excellence, Elkay Manufacturing, Waconia, Minnesota, 2008

Top executive for Quality Excellence System development and management (including ISO requirements), Supplier Quality Program implementation, RFP/RFQ/RFI, Lean6Sigma tools (Current- and Future-state Value Stream Maps, Kaizen events, FMEA, SPC, 8D, etc.), Cost of Failure program implementation - all efforts nationwide (11 plants) - finish line pass rate increased from 52% to 90+%, release of floor space and reduced material movement ($400K savings).

Director, Quality&Continuous Improvement, Bosch/Telex Communications, Burnsville, MN, 2004-08

Top executive for Quality function management and improvement (10 plants globally – China, UK, Germany, Mexico and USA), Quality metrics institutionalization, Operations re-configuration and lean Business Transformation, Driving organizational culture change enterprise-wide globally, ISO 9000 implementation and registration, Infusion of Lean6Sigma into Quality/HSE Function, Self-sustaining Lean6Sigma program design/deployment (from ground zero) and infrastructure development across multiple manufacturing sites in North America, Europe and Asia including multiple global suppliers, ERP/MRP (Oracle, SAP), RFP/RFQ/RFI. Managed plant – Cost & Business Model innovation (Space, VMI), Supplier selection, development and audit, Influencing/mentoring stakeholders (CEO, Presidents, VP’s, Directors), Talent hiring in a matrix org., Business integration, Succession planning.

Master Black Belt, Director Business Process Improvement, Philips Healthcare, Seattle, 2003-04

Lean Manufacturing/Kaizen initiative, Six-Sigma/DFSS programs with Innovation, Leadership/ Executive/Champion training delivery, Value Streams at hospitals/clinics, Order to Cash, Time to Market, SDLC, Managed a group of 7 Black Belts and ~30 functional Black and Green Belts (multiple projects) in conjunction with 2 MBB's - $5 million savings, project duration reduced from 11 to 7.4 months, Leadership engagement, Organizational acceptance, Talent development and Repatriation.

Manager, Product Analysis, Maytag, Cleveland, Tennessee, 1998-2003

Lead role for Six-Sigma/DMAIC initiative, Customer service and Warranty cost improvement, New product development, Existing product improvement, APQP, DFSS, ERP (AS400), Supplier relationship management, RFP/RFQ/RFI, Lean Transformation & Kaizen events (TPS, 5S, current- and future-state value stream maps, 7 wastes, Takt-Time/Line-Balancing, “pull,” JIT, poka yoke, heijunka, SMED, etc.), Zero-defect culture, Supplier assessment, audit and development across globe, Multi-million dollar savings through quality/price negotiation/cost innovation - $1.25 mil. from Brazil and $1.74 mil. from new China supplier, Chronic warranty issue ($1.2 mil. savings).

Mechanical Engineer, Consultant to Businesses, GE Global Research Center, New York, 1990-1998

Software development and delivery; DFSS, Finite Element, Finite Difference and Computational Fluid Dynamics modeling of fluid flow, heat transfer and thermal stresses for many GE products such as range, refrigerator, dishwasher, generator, motor, aircraft, F-Machine rotor, combustors, X-ray tube, etc. Rotating systems, Reliability – MTBF/MTTF; Government/Federal agency contracts - NSF, DARPA; RFP/RFI, Supplier development. CAP (Change Acceleration Program), Secured $2 mil./year and executed projects/programs by leading groups of engineers/product leaders/technicians.

PATENTS AND PUBLICATIONS

Six Patents in X-ray tubes, Dishwasher, Cooking Range and Gas Turbine Combustor, 7 reviewed Journal/Magazine publications, 23 Conference proceeding publications, 28 GE Technical publications, Lean Six Sigma conference contribution and participation as panelist. (List available upon request)

CONFERENCES AND PRESENTATIONS

Lean Six Sigma, Am. Society of Mech. Eng., Am. Soc. Metals, Int. Gas Turbine Institute and others.

HONORS AND AWARDS

• Four “Attitude of Gratitude” awards and HSE recognition at Cabot Microelectronics Corp., 2011-12.

• A personal praise/recommendation by business head (Sr. VP/GM) at CareFusion –“Super Star,” 2010.

• Panelist, Lean Six Sigma Summit West, Las Vegas, Sept. 2006 (“Full Circle of Service” with S. Torony and S. Gupta); Invited speaker at IQPC Six-Sigma conference, 2007.

• Special HSE recognition for OSHA recordable reduction at Telex, 2005.

• Six-Sigma Program (including Black/Green Belts) recognition by CEO, Philips Ultrasound, 2004.

• “Maytag Cleveland Cooking Products Hero of the Month” recognition, 2003.

• Invited speaker at Chattanooga Engineers Club, 2001-02.

• Elected to Who's Who among Students in American Universities and Colleges, 2001-2002.

• Outstanding Graduate Student Award, MBA, University of Tennessee at Chattanooga, 2002.

• Newt Metzger Award for Top Fundraiser Heart Walk, American Heart Association, 2001.

• Maytag LeanSigmaTM Achievement, 2000 (by President, Maytag/Hoover, at the Management Club).

• GE Inventor Award, 1996; GE Corporate Research and Development Publication Award, 1995.

• Three Graduate College Grants from Univ. of Illinois for Conference Presentations - 1986, ’88 & 1989.

• Colorado State Achievement Scholarship Award and Univ. of Colorado Dean's Fellowship.

• The University Gold Medal and Prince of Wales medal for first rank in Engineering Bachelor's degree.

• Creative design of "Kitchen Helper" selected for demo in the Engineering Models Exhibition, India.

• Various competitive Merit Scholarships at universities and schools throughout my education.

ADDITIONAL TRAINING

GE Professional Development Courses: Project Management/Leadership Course (Bottom-line Management) – ’98, Statistical Design Methods/Reliability, Design For Six Sigma – ’98, New Technology Introduction – ’97, Interviewer training - 1995, Customer Development Skills and Writing Winning Proposals - 1991.

Maytag Professional Development Courses: Design For Six Sigma - 2000, LeanSigmaTM Leader (Toyota Production System Lean Manufacturing + Six Sigma) or Black Belt – ’99, Managing Personal Growth – ’99, Diversity training, Introduction to Malcolm Baldrige for Performance Excellence.

Philips Professional Development Course: Sales Mastery and Talent Development Workshop - 2004.

Bosch/Telex Professional Development Courses: Leadership, Project Management, Lean Masters, ISO auditing, Bosch Production Systems, Supplier Development and Management, Quality in Product Creation Process, ALT, HALT, HASS.

CareFusion Development: Culture and Leadership training – 2010.

Cabot Microelectronics: Cultural Leadership training – Japan vs. US and Korea vs. US – 2011, Influences and Inspires training for Leadership – 2012.

Software/Tools: Minitab, Crystal Ball, MS Office including Visio, iGrafx, Mindjet (MindManager), Eng. - FLUENT, ABAQUS, ANSYS, LabView; Optimization - Linear Programming, Simplex, CPM, PERT.

PERSONAL AFFILIATIONS

Member & Officer: ASME, ASQ, Tau Beta Pi, ASME Heat Transfer Committee, and Toastmasters Club.

Sports/Rec: Tennis, Racquetball, Billiards, Swimming, Water aerobics, Roller-skating, Ice-skating, Golf.

Community service/volunteering: United Way committees, Junior Achievement, Habitat for Humanity, American Heart Association –Heart Walk (a “record-doubler” performance), Student mentoring.

Foreign Languages: Hindi (conversant), Chinese (a short course).

Work permit: US Citizen. Geographical: Willing to relocate. Travel: Up to 100%.

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