Operational Excellence, Lean, Continuous Improvement

JEFF ADAMS **** Water Point Ct. Humble, TX ***** Cell: 281-***-**** actkv9@r.postjobfree.com

Experienced Leader in heading up diverse teams driving change and creating synergy to drive process improvements in quality, cost and lead times using Lean, Six Sigma, and QRM methodologies, and coaching/mentoring techniques. Extensive experience in building and leading teams to successful conclusions. Strong believer in developing people and growing leaders.

Core Competencies

Operational Excellence Leadership Development Change Management Continuous Improvement Coaching Team Leadership Employee Development Process Improvement Quality Management

Certifications

Lean Silver Certified (SME/AME/The Shingo Institute/ASQ)

Certified Six Sigma Green Belt (ASQ)

Certified Quick Response Manufacturing (QRM) Level I (Tempus Institute)

EXPERIENCE

NATIONAL OILWELL VARCO (2006 – 2015)

Director, Global Quality Management System, Well Site Services (Conroe) – Responsible for establishing and maintaining a division-wide Quality Management System (QMS), and all related compliance requirements encompassing facilities across 42 countries. Manage quality policies, procedures, processes, programs, and practices to assure the implementation of continuous improvement, conformance, and effectiveness. Initiate continuous improvement efforts across division to improve quality, cost, delivery, and customer satisfaction. Plan and oversee budget for division quality department. Responsible for professional development of all direct and indirect reports.

Process Excellence Manager, Corporate Process Development (Houston) - Led experienced team of Process Improvement Engineers in promoting a continuous improvement culture by engaging in continuous improvement projects that brought immediate value to facilities and organizations within NOV. Provided coaching and mentoring to members of department as well as identified process improvement champions at facilities. Helped conduct classes in Leadership. Change Management, and Lean courses leading to Lean Bronze Certification via SME/ASQ/AME/Shingo Institute. Helped leadership in facilities and departments develop strategies for long term, sustainable gains and embracing of continuous improvement as a way of life.

LEAN Process Improvement Engineer, Corporate Process Development (Houston) - Actively led continuous improvement projects bringing immediate value to facilities and organizations within NOV. Promoted and shared continuous improvement methodologies to better enable NOV groups to deliver quality products and services on time and on budget. Assisted in identifying the root cause of problems and then implemented best practices to sustain a lasting solution. Provided coaching and mentoring to junior members of department as well as identified process improvement champions at facilities. Helped conduct training classes in Change Management as well as Lean courses leading to Lean Bronze Certification via SME/ASQ/AME/Shingo Institute.

Manager, Contract Coordination, Global Sales Coordination (Houston) – Responsible for managing the processing of capital equipment orders from Sales for NOV’s Rig Solutions division ($4 Billion backlog); led team of 10 Contract Coordinators that reviewed all Purchase Orders and Quotes to ensure they met company requirements and could be accomplished in the agreed upon time. Orders were managed through the lifecycle of the order. As required, facilitated removal of conflicts between engineering, production, scheduling, shipping, and accounting. Professionally developed direct reports and looked for opportunities to improve Order Management processes.

Change Manager (Sugar Land) - ‘Quick Response Manufacturing (QRM) Champion’ for the Power Generation Group, a 400+ person manufacturing organization which generated in excess of $90 million in annual revenue. Was responsible for fomenting culture change in the plant to embrace QRM methodology concepts of constant process improvement, lead time reduction and managed change in plant culture. Drove change through entire process, from Sales through Engineering, Purchasing, Planning/Scheduling, Warehouse, Manufacturing to Shipping. Acted as the coach/facilitator for plant cells, improving their processes through a variety of means, including 5S, Lean, and QRM concepts, while helping to establish a culture of continuous improvement.

RIVIANA FOODS, INC (2000 – 2006)

I.E., Corporate Production Planner (Houston) - Developed production plans for all company plants, working closely with Marketing, Sales, Production, Procurement and Order Services personnel. Determined feed stock requirements for nine facilities and coordinated with Commodities Procurement. Planned inventory levels while minimizing production, transportation and warehousing costs. Managed the scheduling, packaging, distribution and warehousing of private label brands by co-packer. Oversaw the annual budgeting process for the Industrial Engineering department.

I.E., Operations Support (Houston) - Maintained/created cost models for over 1,500 finished goods produced in seven different packaging facilities, improving methodology for developing loss factors resulting in reduction of lost material. Reviewed/analyzed machine efficiencies for performance issues, and looked for process improvement opportunities related to manning, use of overtime, and machine downtime.

Business Analyst (Houston) - Looked at complete supply chain management for company, determining key links where automation or software upgrades could reduce overhead and improve production time. Prepared proposals and oversaw review and implementation of identified solutions.

LSG SKY CHEFS (1995 – 2000)

Project Manager, Leadership Development (Arlington) - Internal consultant for operations facilities focusing on process improvement, change management and cycle time reduction providing support to 86 production facilities generating $1.5 Billion in business across the U.S. Occasionally facilitated two-week course for new management, teaching team-based management, coaching of employees and process improvement/problem solving for production issues.

Production Supervisor (DFW Airport) - Directed production of meals and equipment for 300+ flights daily, meeting hourly, daily and monthly deadlines in facility running $84 million in annual business. Handled Hazard Analysis Critical Control Point (HACCP) requirements, produced the weekly schedule for three shifts, covering over 100 employees.

U.S. AIR FORCE (1984 – 1995)

Achieved rank of Captain. Pilot, Project Manager, Quality Management Specialist

EDUCATION

M.S. Human Resource Management, Troy University at Montgomery

B.S. Engineering Technology (Manufacturing), University of Memphis

Manufacturing Leadership Program, Rice University

Mid-management training (Squadron Officer School), United States Air Force

PROFESSIONAL ASSOCIATIONS

American Society for Quality (ASQ)

Society of Manufacturing Engineers (SME)

(SME Reviewer for Lean Certifications)

ADDITIONAL TRAINING

Lean Leadership, ASQ

Quick Response Manufacturing, Center for QRM, Univ. of Wisconsin

Configuration Management, Air Force Institute of Technology

Analysis of Performance Measurement Data, Air Force Institute of Technology

Behavioral Styles Management, Effectiveness Institute

Managing for Performance (NOV)

Finance 101/102 (NOV)

Contact this candidate