Michael Grover - Bio Brief

Over ** years of versatile career experience, I have consistently delivered exceptional results through my expertise in performance improvement. Throughout my journey, I have successfully implemented process improvement solutions across diverse industry sectors, including healthcare, finance, publishing, energy, and manufacturing.

I have a proven track record of leading transformations in challenging work environments with diverse workforces and entrenched cultures. I am equally comfortable engaging with C-level executives, shop floor workers, union representatives, and all stakeholders, fostering a collaborative approach to achieving shared goals.

My strength lies in identifying, planning, and implementing performance and process improvements that drive sustainable cost savings, quality enhancements, and revenue growth. I possess a keen ability to assess critical capabilities, resources, and organizational effectiveness, enabling me to maximize desired objectives.

As a change management leader, I bring a non-conventional thinking style to the table, utilizing appropriate tools and methodologies tailored to each unique task. Whether in a management, consulting, or individual contributor role, I consistently apply these methods to drive impactful results.

In addition to my extensive functional experience in operations, information technology, sourcing, logistics, supply chain, sales and operations planning, business analytics, and leadership development, I also excel in mentoring and fostering talent.

My professional qualifications include Lean Six Sigma Master Black Belt Certification, Lean Practitioner, and Lean Sensei accreditation. Furthermore, I hold a Bachelor of Science in Chemical Engineering, which enhances my analytical and problem-solving abilities.

Overall, I am a versatile professional who delivers tangible outcomes, leveraging a comprehensive skill set in performance improvement. I thrive in diverse settings, excel in change management, and consistently contribute to the bottom line through innovative solutions and collaborative leadership.

LinkedIn Profile

Transformational Leader

Senior professional with 30 years driving financial improvements, achieving business results and adding enterprise value. Improving organizational focus on performance through collaborative problem-solving, data driven decisions and instilling a continuous improvement culture. Engaging articulate leader who excels at fostering change management at all levels.

PROFESSIONAL EXPERIENCE

G6 Consulting, Baltimore MD – Operations Excellence & Process Improvement Principal 2012 to Present

- Sr. Consultant with Johnson & Johnson Corporate Supply Chain Continuous Process Improvement projects: Consumer Claims, Supplier Risk Management – Comprehensive Risk monitoring process design and implementation for corporate procurement to monitor, Sense, Illuminate, Plan & Execute.

- Operations & PI @Signode. Created Performance Improvement Incentive Program (PIIP) metrics, baseline and standards @Reddi-Pac facilities. PI projects for cellular flow, paper core elimination and daily management. Reduced customer backlog from $780k to $10k @PDM in 5 months. Developed modeling tool to help forecast and allocate resources where needed. Established Epicor production scheduling w/ appropriate resources and adherence metrics. Updated scheduling to reflect real manufacturing capabilities. Created dashboard reports for daily management and resource loading. PI projects for cellular flow, SKU elimination, corrugate inventory reduction, process automation and axillary capabilities.

- Reengineer FDA CDRH core processes w/ Accenture (510K, EUA, PMA, DeNovo PAS/522, Standards Review, Device Shortages, FOIA, External Comms, Q-Sub, BIMO, Recalls, CLIA) to improve decision time (TTD), increase MDUFA IV performance and reduce nonvalue added steps. Established executive dashboard metrics.

- Implemented corporate packaging standards to reduce costs ($750k) with manufacture of plastic and coated films. Led innovation workshops to identify, quantify and reduce corporate waste ($2.2M), established corporate scrap system to offset recycle waste ($134k Revenue), reduce wastewater costs ($140k), educate and set up 5S and GMA practices, establish procedures, SOC’s and validation for operator training systems. Transcendia

- Documented complex scheduling areas for surgical procedures and appointments to define the current state workflows at University of Virginia Healthcare System for the Epic project team (24 departments w/ 74 schedulers). Managed the transition to future state for OpTime, Cadence, and integrations with Radiant & Cupid. Performed gap analysis to ensure successful Go Live and assisted 4 department’s transition to pods.

- Led six sigma project and governance process for Washington Gas (WGL) Procurement to Payment (P2P) process with PeopleSoft ERP. Drove ePro cross functional flow efficiencies and quicker month-end closing. Documented process work flows and implemented with best practice KPI’s meaningful performance goals.

- Improved IT testing and business requirements process for transformational project - Medicaid Operating Model Strategy for TMG Health/ HCSC. Enabled greater efficiencies with new client SDCL, on boarding and lower transactional costs. Focus on rollup of dashboard metrics, User Acceptance Testing, Application Lifecycle Management (Hp ALM), process standardization, training and third-party vendor management.

- Transformed Utilization Management review system at Johns Hopkins Healthcare with lean principles; re-engineering, and established relevant metrics. Streamlined Outpatient Medical Review into cellular pods for efficient one-piece flow and elimination of batch processing. Taught lean methodology and led design team.

- Worked with JHU APL and the US Navy Bureau of Medicine and Surgery (BUMED) on various hospital and healthcare clinic improvement projects: Streamlined supply chain for JIT daily replenishment w/ 2-Bin Kanban system; Clinic, wait time reduction/ scheduling optimization & workflow simplification.

University of Maryland Medical Center, Baltimore, MD Director of Process Improvement 2011 to 2013

Established Process Improvement department to transform healthcare culture by engaging employees in collaborative cross functional solutions leading to dramatic changes within areas they work in. Instituted lean /PI program for the UMMC hospital. Managed the Transformational Plan of Care (TPOC) A3 - reporting to CMO. Directed 4 value streams and staff that cut across the institutional silos, to lead/facilitate the VSA’s, Rapid Improvement Events (Kaizen), projects, and kamishibai (paper audit) processes using practical, direct measurements to support, sustain and standardize. 1st year savings of $66M and >100% ROI.

ESI International, Arlington, VA - Director of Operations and Quality Assurance 2009 to 2011 Managed operations, training logistics & scheduling, quality, corporate travel, supply chain, sourcing spend, publishing vendors & associated processes, inventory/ warehousing, finance (AR/AP), billing/closeout & profit analysis (Streamlined 3 departments for better throughput). Led transformation to organize, standardize, and improve the delivery process for adult educational services company delivering classroom, online and virtual training. Updated IT systems to support future needs of the Learning Management and Finance systems.

Constellation Energy, Baltimore, MD - Business Process Improvement Sr. PM 2008 to 2009

Developed /taught Corporate Project Risk Management best practices. Led collaborative projects, corporate safety committee and facilitated balanced scorecard process for enterprise supply chain. Developed prioritization process for portfolio management. Coached mgmt. for utility services; bundling and project/capital efficiency opportunities.

DuPont Co, Wilmington, DE – various Leadership/ Managerial / Engineering positions 1987 to 2008

Global Lean Six Sigma Black Belt / Global Supply Chain & Product Manager / IT Business Analyst

IT Operations Manager / IT SAP Data Manager / Sourcing Manager-Toll Manufacturing / Business Manager Kalrez Custom Parts / Development Manager / Engineering Manager / Consultant - joint collaboration w/ Gemini Consulting / First Line Supervisor Nylon / Product Team Manager Halon / Process Engineer Freon / Project & Design Engineer – Savannah River Plant

EDUCATION

Bachelor of Science in Chemical Engineering – Drexel University

PROFICIENT SKILLS

Certified Six Sigma Master Black Belt Process Redesign/Complex process mapping KPI Development & Dashboard metrics Operational Excellence/Best Practices MRS / Epic Scheduling workflows Program Management/Optimization Change management Coaching / mentoring Master planning/ S&OP Global Supply Chain management Business & Market Analyst Data Mining Quality Systems Strategy Development Strategic Sourcing & Procurement streamlining (P2P) Lean manufacturing/ Cellular design & One Piece Flow Thought Leadership ERP systems optimization, scheduling and metric scoreboard (SAP/PS/Epicor)

SELECT ACCOMPLISHMENTS

Saved $1.02M in direct manufacturing costs with major film producer and $2.2 indirect savings

Reengineered SDLC for testing and other functional areas with new Medicaid client implementations

Successfully piloted UM reviews with one-piece flow (cell) for 36% increased productivity and accountability

Instituted lean process improvement program at UMMC academic hospital w/ resounding success

Reduced TTM cycle time 41% (17 days to 10), implemented WIP tracking which system decreased mold fab 51% (35 to 17 days) in 6 months using lean / JIT methods for semi-conductor production market

Saved >$3M annually on Nylon spinning line eliminating nonvalue-added efforts w/lean methods

Reduced working capital by $ 262k eliminating need for specialty SKUs in elastomer business

Exceeded working capital goals w/ 2 businesses by 17% & 27% improvement ($9.5M/$13.5M base)

Achieved goals on financial turns at 4.9 & 6.0 for two businesses (33 % and 53 % improvement)

Set up toll manufacturing facilities with metrics (KPI’s) to drive profitability, for strategic outsourcing

Led kaizen to recover 1/3 of 50Msqft refrigerated warehouse in sold out business saving $72K

Led corporate content management w/ Documentum and workflow authorization saving $1.2M

Implemented IT desktop management system saving $ 3M & improved service (OS upgrade)

Increased Kalrez business revenue 30% annually ($ 8M base) through growth and development

Developed & implemented training system for 200+ employees, w/ over 20 distinct operations

Global Supply Chain & Product Manager [2 of 6 Business Units], Wilmington, DE

Supply Chain - $ 180M annual sales – Master scheduling, planning & supervision of regional, plant schedulers and warehouses. Led minimization of working capital and cost to businesses while maintaining customer satisfaction. Led long & short-range S&OP to ensure integrated demand/supply plans and product offering to achieve strategic objectives as well as PO.

Product line - Developed strategies in conjunction with Regional Marketing Managers, Technology and customers. Led new product introduction/ roll out. Analyzed global pricing profitability /consistency to improve business performance. Implemented improvements from complaint trends. Set up new product line with toll manufacturing (SAP) and led team managing tolling facilities.

IT Business Analyst – DDE Bellevue Office Park, Wilmington, DE

Managed several project initiatives as well as ongoing operations in the corporate Information Technology group. Led the Document and Content Management solutions for the enterprise. Led electronic catalog development (ElastomerSolutions.com), and managed Internet redesign project. Implemented corporate desktop/PC management system (1100 units) to standardize and leverage resources. Established processes and procedures to manage procurement, installation, problem resolution and maintenance. Benefits included annual savings of $1 MM in operating expenses, improved PC acquisitions and deployment, standardize operating procedures, and upgrade to Microsoft Windows 2000 and Office 2000. Directed all negotiations. contracts and sales.

IT Operations Manager – DDE Bellevue Office Park, Wilmington, DE

Managed operations at 5 manufacturing sites (including staff) and several initiatives for corporate IT. Implemented individual site IT management plans that integrated the local business/ plant needs with the corporate IT strategy. Responsible for IT infrastructure, desktop, midrange, mainframe, telecommunications, and applications. Implemented corporate initiatives (security/ PC turnover & support) and led site IT leader’s network. Corporately managed all IT financials [CFO for IT CIO], Service Management, and Demand Management (S&OP process). Managed corporate IT vendor contracts (AC, CSC, and others). Led the Document and Content Management solutions for the enterprise. Led electronic catalog development, and managed internet redesign project for DDE. Implemented desktop management process inclusive of hardware lifecycle and acquisition, software, and OS upgrade for global corporation (10 sites, 1100 units). This process resulted in annual savings of more than $1MM.

IT SAP Data Manager – DDE Bellevue Office Park, Wilmington, DE

Led data management for SAP R3 project encompassing conversion, version control, maintenance, and validation of data for Enterprise Management, Order to Cash, Sales & Operations Planning, Manufacturing, and Requisition to Payment work streams.

Sourcing Manager-Toll Manufacturing – DDE Kalrez Business ($94MM), Newark, DE

Led strategic direction of outsourced manufacturing for non-core O-ring business functions. Conducted technological research of new manufacturing methods, vendor selection & implementation, contracts & scope. Enhanced new product development with faster routes to market, thereby improving revenue growth and the utilization of brief market opportunities. Developed manufacturing capacity & equipment utilization model to formulate requirements of 5-year plan (including transition to JIT cellular /lean manufacturing)

Business Manager Custom Parts – DDE Kalrez Business ($88MM), Newark, DE

Increased the growth and development of $8MM segment by 30% annually. Streamlined and expanded a specialty segment into a profitable business. Management of 8 operational depts. ISO 9001 manufacturing, supply chain, pricing & design, marketing, and laboratory for shapes & new product development. Achieved cycle time reduction of 41 % (from 17 days to 10) for production with lean principles; a tracking/workflow system, improved team processes & operation system and dashboard metrics. Improved mold fabrication cycle time by 51% (from 35 to 17 days) in 6-month period using just in time (JIT) & Kanban. Overall result, speed to market improved to 3 weeks (vs. 9) bringing product to market faster. Created a cost of manufacturing model to assess the profitability for each specialty family. Developed and led plant Process Safety Management (PSM) leadership team and governing process / procedures.

Development Manager, Niagara Falls, NY

Sodium Business Team Member, accountable for the strategy & financial results of $70MM business. Established and led organization to proactively meet all training & development needs of operations and maintenance (regulatory & otherwise). Implemented a state of the art, comprehensive training system for 200+ employees, with 20+ distinct operations (job task analysis, skill demonstrations, KSA’s etc.). Led R&D team to expand business through improved electrochemical technology obtained government grant. Managed Process Safety Management.

Engineering Manager, Niagara Falls, NY

Managed all capital projects in the Sodium business and engineering staff. Led Process Safety Management (PSM) to be compliant with OSHA 1910. Closed out a New York State Department of Environmental Conservation consent order. Order mandated closing of operation (only supply of elemental Sodium in NA) pending dramatic improvements. Success accomplished by strategic emission reduction concepts followed by the implementation of operational process changes and several major environmental projects (under budget & on time). A DuPont Corporate Environmental Excellence Award was given for this accomplishment

DuPont Field Engineering Program rotational assignments .

Consultant, Martinsville, VA - Joined as a member of a joint collaboration effort between DuPont Corporate and Gemini Consulting to re-engineer, reduce costs and increase yields in the domestic DuPont Nylon Textile Business Globally. Educated JITY by Gemini Consulting in various industrial engineering areas (MRP, JIT, lean manufacturing, Kaizen, Kanban, collaborative team facilitation and problem solving, brown/white paper – value stream analysis)). Accomplished many bottom-line, quality and cost improvements; product line rationalization/optimization, waste reductions of 75% ($3MM annual savings on one spinning line), vendor contract reductions, and operator skill enhancements. Overall reduction of plant fixed cost by my team consisted of more than 20% and increased 1st pass yield to 90% (from 85%)

Product Team Leader, Martinsville, VA - First Line Supervisor (rotating shift/ union) for 36 employees in Nylon Polymer production area; Production, safety, and personnel requirements for 80MM lbs/yr facility. Instilled empowered learning team principles as part of plant improvement focus and overall high performance work team implementation. Team facilitation and leadership changed area from least to most desirable dept.

Product Team Manager – Chambers Works, Deepwater, NJ - First management position in DuPont for the Halon 1301 production facility (60MM lbs/yr @ Chambers Works Plant). DuPont started self reliant production teams. I was responsible for production schedule, operating budget, safety, environmental, and maintenance requirements of plant, without plat personnel reporting directly to me. Achieved record cycle time reduction for facility shutdown by negotiating with union mechanics, operators and management, at a time when global product reserves were depleted, avoiding competitive purchases.

Process Engineer – Chambers Works, Deepwater, NJ - Technical ATO (assistance to operations) support to production of three Freon manufacturing facilities (Freon 11/12, 14/115, and Halon 1301) and Project Manager for five discrete process improvement upgrade projects.

Project / Design Engineer – Savannah River Plant, Aiken, SC

Project and Analysis examples available upon request

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