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Project Management Six Sigma

Milwaukee, Wisconsin, United States
January 09, 2017

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Richard Crowe **** Ludington Ave, Wauwatosa Wi ***26




Director/ VP Operational Analytics/Business Intelligence/Quality – The power of driving the business by the numbers. Getting actionable data in the hands of operations in a timely fashion, and having the analytic skills to interpret the results will drive relentless improvement.

I am looking for a role that will enable me to drive the transformation of an organization from reactionary to fiercely proactive. I will assist in identification of the appropriate high level metrics from Voice of the Customer, translate to operational scorecards, visualize and operationalize. I will mentor and train all applicable operational individuals in both visual and statistical analysis.


Wisconsin Diagnostic Laboratories - Director of Quality Management 2014– Present

Applied industry standard quality management principles to the diagnostic laboratory environment. Integrate processes and improvements across interdepartmental lines. Develop 1st level dashboards in WebFocus that take into account quality, speed, regulatory, and cost. Drive Lean and Six Sigma problem solving throughout the organization. Implement standardize CAPA program. Participate on Froedtert Health departmental steering committees.

Ethicon-Staff Process Excellence Engineer / Master Black Belt 2013– 2014

Develop and manage the Project Management Office (PMO) with $12MM capital and $8MM savings projects. Train, Mentor, and certify JnJ / Ethicon Process Excellence Green / Black Belts. Drive OEE and CIP portfolio of Medical Device and manufacturing projects. Coordinate the interaction of Lean, Six Sigma, Do It Right DIR, & ME2 in coordination with the Ethicon Production System (EPS)

Diversified Professionals - Sr. Lean Sigma Implementation Consultant 1999–2013

Program Development: Acting as the primary change agent and contracted Master Black Belt, assisted executive teams in customizing and integrating process improvement programs to drive profits. Evaluated historic paths and culture of continuous improvement, identified best practices and appropriate language of change. Laid out 18 month path forward. Worked with executive steering committees to roll out companywide approach to change. Using Total Quality Management, Dr. Deming’s 14 points and the fundamentals of Lean Thinking, designed the annual capital allocation and monitoring process, impacting every function.

Leadership and employee development: Worked with executive steering committees to identify and organize companywide needs. Designed and delivered Black Belt, Green Belt, and Yellow Belt training to identified population. Mentored Master Black Belts to program proficiency. Provided topical subject matter specialty training on an as needed basis. Mentored and directed project leaders in the on time, on budget, on target approach to project management. Guided many operational managers in the incorporation of quality and improvement concepts and techniques as part or their daily activities. All training developed in accordance to adult learning principles utilizing Bloom’s taxonomy of cognitive learning.

Portfolio Management: Developed and promoted a centralized method of project identification, prioritization, resourcing and tracking. Projects included all Capital, Savings, Regulatory and Compliance projects over $25k or more than 1 month in duration. Maintained a Mean Average Percent Error (MAPE) of project forecast accuracy within +/-10%. The source of accepted project management methodologies (PmP, Lean, JGDI, Six Sigma).

Process Standardization: Have assisted groups attained ISO level certification / recertification as well as worked within the company’s existing quality / FDA regulated structure. Through the use of value stream mapping and process flow diagramming techniques, laid the foundation for process identification, standardization, documentation and control. Have worked with various document control software systems such as Adaptive®.

Partial Listing of Clients and project example

National Health Services - England (Healthcare Management) MRI waiting time reduction

Loyola Medical Center (Patient Healthcare) Patient admission flow and cycle time reduction

GE Healthcare (IT) Project Management Office (PMO) development

Johnson & Johnson (Medical Devices, Pharmaceuticals) Voice of the Customer Marketing alignment

Haemonetics (Medical Devices) Hematology measurement systems design

Quest (Pharmaceuticals) Order to Shipment Process alignment

PerfecSeal (Medical Packaging) Measurement System alignment with the customer

The Juran Institute (Multiple clients) Mining operations alignment

Hasbro (Manufacturing) Root cause analysis on traditional manufacturing issues

Axcelis (Technology) Plasma overspray reduction

Allegheny Technologies (Metallurgy) Titanium billet chemistry variation reduction

Timkin Split Ball Bearing (Manufacturing) Root cause analysis on traditional manufacturing issues

GE (Aviation) Asset Loss Damaged or Destroyed (LDD) reduction

TRW (Automotive) Airbag reject reduction

Merrill Lynch (Finance) Treasury center consolidation

Additional professional history:

Pacific Telesis - CA 1998-1999

Naval Research Laboratory – San Diego CA 1997

Pacific Coast College/ITT Technical Institute/El Dorado College (PT) 1991-1997

US Navy 1983- 1994


Fluent Reading, Writing, and Speaking in English and Spanish


BS Education, Training, and Development Southern Illinois University – Carbondale, Ill

Lean Six Sigma Master Black Belt QPI - Boston, Ma

Publications (Hyperlinked):

Lean Six Sigma White Paper

Bevan H, Westwood N, Crowe R, O’Connor M. ‘Lean Six Sigma: Some basic concepts’. NHS Institute for Innovation and Improvement, 2006.

Northeast Supply Chain Conference

IHI conference in Orlando, Florida 12/05

Professional References available upon request.

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