Luz Angelman https://www.linkedin.com/in/Luz-Angelman/

aczg43@r.postjobfree.com • Cell: 415-***-****

SUMMARY

Talented industrial engineer with 12 years of progressively, responsible experience in coaching and driving performance improvements. Proven skills to establish effective working relationships and communications with key Senior Leaders, Managers and Front Line staff. Able to manage improvement projects of complex nature with minimal oversight and in matrix teams environments.

AREAS OF COMPETENCY

Lean Six Sigma

Coaching

MS Outlook

Active Daily Management

Teaching

MS Word

Problem Solving –A3

Consulting

MS Excel

Value Stream Mapping

Group Facilitation

MS Power Point

Kaizen - RPIW

Project Management

MS Project

Standard Work

Conflict Resolution

Minitab

5s

Negotiation

Visio and AutoCAD

PROFESSIONAL ACCOMPLISHMENTS

- Eliminated patient visit interruptions and improved patient calls and access by standardizing exam rooms, call routing grids, TE smart phrases and appointing guidelines in partnership with Directors and Clinical Leadership.

- Supported the design of operational workflows and space layouts of the new Stanford Digestive Health Center.

- Participated in the development and validation of workflows of the new Stanford Emeryville Medical Office Building.

- Supported Lean skills development of less experienced members of the Performance Excellence Team.

- Managed two departments with a total of 12 FTEs and a budget of $1MM. Responsible for employee development, employee assessments, performance issues, performance reviews and department hiring.

- Contributed to $450K of cost savings by relocating and improving flow of 6 different value streams.

- Managed $1MM of capital projects. Owned the financial responsibility and installation of capital equipment achieving waste free processes.

- Improved equipment performance. Applied DOE. Tracked and improved equipment capability (Cp/Cpk)

- Lead an organization to achieve the Certification of Center of Excellence Tier 1 by successfully deploying the Lean Management Program.

- Saved $210K by developing the Lean competences of a Department Process Owner. Coached her to facilitate kaizen events to implement flow and to eliminate overtime.

- Saved $350K by designing and implementing an internal material delivery process.

- Eliminated customer service delays by coaching leadership to implement pull-based work flows.

- Contributed to overall organization’s productivity improvements by reducing cycle times of two value streams.

- Successfully launched the production of new products and supported the development of standard work.

- Facilitated annual and monthly Lean Steering Committee meetings to review Lean implementation progress.

- Implemented a calendar for 5s, Value Stream Mapping, Kaizen events and Lean scorecard assessments.

- Generated Lean Review presentations and reported projects updates to Leadership Team.

- Managed on-going Lean Training. Facilitated new hires Lean orientation. Ensured accuracy and reliability of lean training documentation. Advised staff of their responsibilities regarding the Lean Program.

- Implemented the Idea Funnel Program: a method for generating, submitting, evaluating, implementing and rewarding Lean suggestions in the facility.

- Implemented the Lean system audit process improving the visibility for opportunities for improvement.

- Developed standard work in accordance with FDA guidelines and trained and assisted technical associates.

- Implemented Lean "best practices" across West Region facilities.

- Implemented Performance Management Boards and huddles across all departments and shifts to connect senior management work to the work of the frontline and to engage staff in problem solving.

- Maintained the history of Kaizen projects and opportunities for improvement. Coached, mentored and trained employees in the use of Lean Tools.

- Facilitated 5s, kaizen and Value Stream Mapping events.

- Reduced 60% of small purchased parts inventory by implementing 5s and FIFO to ensure stock rotation

- Estimated footprint and optimal workflows for three new production lines of plastic parts for the new Toyota Corolla 2008 and Pontiac Vibe.

- Lead a Value Stream Mapping between NUMMI and its supplier for the Toyota Corolla Package Tray.

- Worked with a Toyota Boshoku team during the implementation of a new Kanban system.

- Examined production requirements for Toyota Tacoma, Toyota Corolla and Pontiac Vibe parts to propose new layouts that fit manufacturing needs based on Just in Time principles

- Worked with a Toyota Boshoku team during the implementation of a New Kanban System.

- Designed and implemented layouts and developed assembly fixtures with pokayokes to avoid mixing / missing parts.

EMPLOYMENT HYSTORY

Stanford Health Care, Palo Alto, CA 2014 – 2017

Academic health system and part of Stanford Medicine, which includes the Stanford University School of Medicine and Lucile Packard Children's Hospital Stanford

Performance Improvement Consultant

Simonton Windows, Vacaville, CA 2011 – 2014

A Ply Gem company. Producer of ENERGY START® qualified replacement and new construction windows and doors.

Process Engineer II

Gate Gourmet, San Francisco, CA 2007 – 2011

Gate Group Company, world's largest independent provider of catering and provisioning services for airlines.

Continuous Improvement Manager

Injex Industries, Inc., Hayward, CA 2004 – 2007

A true just in time injection molding operation that is a tier 1 interior part supplier to NUMMI (Toyota) plant in California, Canada, Mexico and Overseas

Manufacturing Engineer

EDUCATION

BS. Industrial Engineering

Education International Inc., Wellesley, MA.

Achieved the equivalent of a BS in Industrial Engineering at an accredited institution in the USA, 1999

Fundación Universidad de América. Bogotá, Colombia, South América. October 1997

Lean Six Sigma Yellow Belt Certification

ASQ - MoreSteam University, Powell, OH

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