Lean Six Sigma Black Belt, Industrial Engineer, Project Management

Keila a. Pullum

************@*******.*** • https://www.linkedin.com/in/keilapullum/

Six Sigma Black Belt

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LEAN PROCESSING CONTINUOUS IMPROVEMENT • LEAN MANAGEMENT • OPERATIONAL EXCELLENCE

Business Processing & Operations

Team Coaching Training Development

Strategy Planning Execution

Lean Six Sigma Deployment Implementation

Project Management Planning Execution

Business & Process Optimization

Efficiency & Continuous Process Improvement

Employee Six Sigma Training Programs

Lean Methods Six Sigma Tools

Manufacturing & Industrial Engineering

Operational Excellence Transformation

Culture Change Management

Risk Management Assessment Mitigation

SOPs & Best Practice Development

Agile Lean Methodology

Industry Experience: Manufacturing Process & Distribution Supply Chain & Warehouse Operations Telecommunications Government Healthcare/Medical Device Delivery Services

PROFESSIONAL EXPERIENCE

UNITED STATES GOVERNMENT CONTRACTS (DOD / DLA / DOT) Contract Positions through Novaces LLC, Vistra, and Rividium

NOVACES/ Eagle Integrated Services– DLA/DOD

Senior Business Consultant – Lean Six Sigma Black Belt 10/2023 – 09/2024

Key Achievements

Led and facilitated assessment project team in DMAIC methodology to re-engineer the Operation Technology (Non-IT) Assessment as-is processes to establish standard work to improve the process and minimize cyber risk. (DLA/DOD)

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Supported PMO by benchmarking Voice of the Customer, improving turnaround time

for operational reports and project

tracking. (DLA/DOD)

Provided consulting services and Lean Six Sigma consulting for government contracts, including the delivery of Lean Six Sigma training at all levels of management and staff in a classroom environment and through the facilitation of hands-on exercises and simulations.

Led a high-performing team of internal consultants to address critical and complex challenges within the government contractor organizations, facilitating program communications, identifying and implementing continuous improvement practices, providing regular status updates, and engaging cross-functional teams.

Oversaw a project team including Master Black Belt, Black Belts, Business Analysts and Government Project Managers on Cyber Risk for the Defense Logistics Agency (DLA) supporting J6 Cyber Operations, part of the Department of Defense (DOD).

Supported the work product review and process flow for ServiceNow, including reviewing products and providing feedback prior to client delivery, developing process maps, and creating process tables. (DLA/DOD).

Vistra Communication – Vistra CALIBRE Solutions– DLA DOD

Process Improvement Specialist – CPI Journeyman - Lean Six Sigma Black Belt 03/2023- 10/2023

Supported group briefings and discussions, enabling focused decision-making, and issue resolution using a variety of improvement methodologies.

Performed analytic and administrative duties related to project execution and implementation of recommendations

Coached Government Personnel through project execution at the Green Belt and Black Belt level or equivalent in other methodologies throughout the life of their project(s)

Provided coaching to agency and project leadership

coached managers, supervisors and employees to develop and shape projects and develop Lean, Agile Project Management (excludes Software Development), HCD, and/or LSS capabilities.

Using integrated Agile principles and working method to emphasize flexibility, collaboration and iterative processes into the DMAIC Cycle.

Rividium – TSA/Requirements and Capabilities Analysis/Continuous Process Improvement

Process Improvement Specialist – Lean Six Sigma Black Belt 09/2022 - 03/2023

Provided CI support to executive leadership on selected and prioritized projects to ensure work aligns with strategic goal

Provided CI support and facilitated coaching for TSA Project Leads and 2 Program Analyst leading 2 projects for the Transportation Security Administration (TSA) supporting Requirements and Capabilities Analysis (RCA) - Continuous part of Homeland Security.

Documented 9 High Level End to End Process Maps for visualization process between MRKC Center focused educating step-by-step process in IT submission. (DOT/TSA).

Functionality 2.0 research and analysis to document and standardize common solution and documentation

Develop process flows utilizing current state analysis to identify and evaluate improvement opportunities

DIRECTV – wholly owned subsidiary of AT&T Inc. Multi-channel video programming distributor for national and local broadcast channels

Senior Technical Project Manager – Six Sigma Black Belt 04/2022-09/2022 – Contract Position through CompNova

Provided technical project management for the Digital Video Design Group, addressing strategic market needs and opportunities for next-generation video content.

Key Achievements

Developed 18 video trainings and How-to’s

for the startup of the Continuous Improvement Decisioning University

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Coached project managers on project submissions into the Viper Portal, using lean concepts

to develop a problem statement, baseline,

and target for new project initiatives, reducing response time.

Analyzed, planned, and completed multiple lean learning projects derived from Transformational Leads, focusing on new strategies and performance improvement opportunities, improving agent productivity, and achieving cost savings through continuous improvement techniques and tools.

Collaborated with the Transformational Leads to enhance lean tools and provided user training to maximize employee utilization.

Created the Continuous Improvement (CI) Transformation Educational Knowledge Library, providing tools, training, and resources to employees to improve operational performance, quality, and service delivery.

Developed the Continuous Improvement Decisioning University lean tools templates and video training for Project Charter, A3, Value Stream Mapping, SIPOC, Pareto Chart, 5WHYS, Mind Mapping, Impact Effort Matrix, Pugh Matrix, Solution Selection, Matrix, Empathy Mapping, and Worst Possible Idea/How Might We/Personas.

Collaborated with corporate leaders to develop initiatives, set priorities, and design objectives related to Six Sigma improvement opportunities, aiming to enhance customer satisfaction, productivity, and employee performance.

Supported Transformation Leads in training employees in Lean Six Sigma, Design Thinking, Agile methodologies, and consulting practices.

Contributed to efficiency improvements by advocating for process changes and maintaining delivery integrity and quality.

DEPUY SYNTHES – a division of Johnson & Johnson (J&J) Medical device company specializing in orthopedic trauma treatment products

Master Six Sigma Black Belt 09/2021-03/2022 ~ Contract Position through Kelly Engineering Services

Supported project initiatives for VELYS Robotic-Assisted Solutions, providing program-level support to identify business opportunities and eliminate non-value-added activities, thus increasing operational efficiency.

Led continuous improvement efforts by identifying and resolving operational issues and implementing system and process enhancements across corporate operations, manufacturing, customer service, and engineering.

Key Achievement

Supported leadership in implementing

Continuous Process Improvement methods, and collect and analyze data trends to identify

and reduce performance errors pertaining

to the Robotic-Assisted Solution system,

improving performance efficiency by 7%

Collaborated with executive management and corporate departmental leaders on strategic initiatives to streamline DePuy Synthes (DPS) processes, driving process efficiency, enhanced quality, and cost reductions, and identified innovation opportunities, benchmarking industry trends, and customer-facing initiatives.

Identified key data insights by comparing baseline performance, business case plans, and current forecasts.

Developed and monitored data-driven charts and KPIs with cross-functional teams to enhance the overall operations, including cost reduction, cycle time reduction, quality improvement, and customer satisfaction.

Utilized Agile methodology, Project Charter, 5 Whys, and Pareto Charts to assess and optimize processes, execute projects to enhance operational efficiencies, and implement new systems to reduce costs and increase business profitability.

Cultivated and developed partnerships with internal and external senior management to understand and address customer strategic priorities.

Collaborated with change management teams to identify task risks and communicate changes, enhancements, and modifications to project managers, sponsors, and other stakeholders.

Coordinated cross-functional involvement in process modeling exercises, ideation events, and process improvement implementations.

JABIL, INC Global manufacturer that designs, engineers, and manufactures electronic circuit board assemblies and systems

Regional Senior Industrial Engineer – Department of Continuous Improvement (North America) 09/2020-07/2021

Managed projects and initiatives throughout 5 electronic assembly locations (manufacturing, operations, process, and distribution) in North America (CA, OH, TN), Western Europe (Ireland) and CAM (Medico) for electronic circuit board assemblies and systems.

Key Achievements

Drove strategic platform improvement initiatives, delivering operational cycle time reductions

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Improved inbound inventory receiving cycle time processing by 8%

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Reduced manual assembly scrap by 5%

Collaborated directly with Operations to establish and maintain flexible assembly lines for current, future, and rework production projects, determining time standards and staffing requirements.

Increased product flow in the production area through improved floor space utilization and streamlined process-oriented layout.

Utilized end-to-end Process Mapping to determine the most efficient Cycle Time Methods, Capabilities Studies, Plant Layouts, Tool Design, and Standard Work

Built and managed partnerships with senior directors and resource managers to assemble project teams, create delivery plans, define requirements, schedule commitments, and ensure successful project delivery.

Enhanced organizational efficiency by refining processes, reducing cycle times, and cutting costs.

Advanced Six Sigma project plans through end-to-end process flow mapping and documentation to improve sales cycle times.

Prepared executive summaries and provided regular updates to senior leadership and stakeholders on project progress.

Led change management processes, managed stakeholder expectations, communicated impacts, and facilitated the execution of changes.

UNITED STATES POSTAL SERVICE Manufacturing Processing & Distribution Center Operations

Solutions Manager – Expedited Packaging Suppliers (Business Process Improvement) 01/2020-08/2020

Managed development and integration of strategies and tactical opportunities to market Postal Service package products and services to new and under-served customer segments, utilizing new packaging enhancements.

Key Achievement

Led staff to adopt an automated manual process to streamline tracking, resulting in $350K+ in annual savings on standard packaging, $332K+ in annual savings on customized packaging, and $75K in savings on specialized packaging

Led staff to adopt an automated manual process streamlining the tracking of packing program areas, generating multi-million-dollar revenue earnings.

Managed ~ concurrent new product development projects, managing a team of product development specialists and an expedited packaging specialist.

Developed standard operating procedures (SOP), standard work instructions, and value stream mapping to improve specialist processing time.

Interacted with stakeholders, internal and external to USPS, to integrate and improve product enhancements, increase customer acceptance of new products and services, increase revenues, and improve product development efficiency and effectiveness.

Defined protocols to develop business plans and provided business and financial evaluation of enhancements to expedited packaging products.

Coached Greenbelts and Black Belts on the DMAIC Method for LSS Change Agent Certification.

Senior Product Development Specialist 10/2018-01/2020

Spearheaded the integration and prioritization of package business product enhancements, which included the development of supporting volume, revenue, and contribution goals and business strategies

Key Achievement

Led a group of Yellow Belts and Green Belts Six Sigma candidates to participate in the process to improve and implement business strategies

Served as program manager for recent major rebranding initiatives for Express Mail, Priority Mail, Parcel Post, and Delivery Confirmation, including field operations planning, development, and implementation of new product innovation programs to enhance customer acceptance, increase revenue contribution, efficiency, and effectiveness of postal product and service development efforts.

Managed projects from initiation to launch, including drafting business needs statements, developing business requirements, reviewing technical requirements.

Responsible for coordinating key stakeholder involvement in projects and holding weekly project status meetings.

Interacted with stakeholders to incorporate improvements to products and services, enhance customer adoption of new products and services, and increase revenues.

Implemented standard operating procedures (SOP), standard work instructions (SWI), and team communication practices.

Continuous Improvement Specialist 10/2017-10/2018

Key Achievements

Mentored Six Sigma candidates, leading to certification of 15 Green Belts and 5 Black Belts

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Led Operations Operation Excellence Training in 2 processing and distribution plants, training 25 managers in lean theories and methodology

Managed projects using Lean Six Sigma methodologies to focus on analysis, design, process improvement, and implementation of capacity, material handling system, and technology changes.

Deployed Automatic (Vision) Guided Vehicles into multiple pilot sites and advised in process generation and implementation of regulations affecting the company, consumers, and customers/competing markets.

Utilized value stream mapping to define "As-Is Analysis" and transition to future state, improving productivity and cost-effectiveness.

Recommended and implemented changes to improve the performance of systems and people and increase utilization of labor and other resources while maintaining or improving safety, quality, and customer service.

Developed processes to improve service and cost performance through direct involvement in mail processing, delivery, transportation, maintenance, and customer service operations.

Key Achievements

Led a Kaizen event for Trips on Time Performance, growing Trips on Time from 69% to 97% with an annual average cost savings of $313K

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Coached Black Belt Project focusing on improving Surface Visibility (SV) from 63.91% below the 90% national target, resulting in an overall performance improvement to 92.06% overall

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Spearheaded a Zip Forward project to relocate the billing operation, resulting in a reduction of 18 to 4 FTE clerks for $1M per year payroll savings

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Directed a Black Belt project focusing on reducing

the highest volume of Incoming Secondary

Manual Flats from 31% to less than 15%

resulting in $1.5M+ in cost savings

Senior Operations Industrial Engineer – LSS Six Sigma Black Belt Coach 08/2008-08/2017

Responsible for leading Industrial Engineers across multiple

processing and distribution centers, facilitating projects and initiatives to

drive service, cost, and productivity improvement efforts.

Oversaw the nationwide industrial engineering, standardization, and continuous improvement policies, standards, and processes to improve service and cost performance through direct involvement in mail processing within the organization.

Implemented routine process updates to reduce discrepancies and improve scheduling across project calendars and programs.

Successfully devised and instituted performance reporting tools and metrics that led to problem-solving and positive resolutions with internal stakeholders.

Led the Parcel Post Relocation by utilizing the DMAIC Methodology, resulting in savings in Transportation: trips to and from annex office to main facility improving Maintenance - Service Route Workhours consisting of maintenance prevention and corrections and staffing reductions.

Identified the root cause of dispatch errors and developed a corrective action to reduce late trip dispatches and improve Trips on Time.

Using integrated Agile principles and working method to emphasize flexibility, collaboration and iterative processes into the DMAIC Cycle for delivery and flexible culture change.

The Boeing Company Commercial Airlines

Manufacturing Industrial Engineer II 6/2007- 08/2008

Led continuous improvement events for existing operations, incorporating new methods and processes, investigating operational problems affecting production using Lean Six Sigma manufacturing methods. Planned use of resources and scheduling activities to meet objectives.

Coordinated the implementation of new processes that resulted in manufacturing improvements and reduce reproduction costs.

Performed various root-cause analyses (RCA) that helped shorten assembly time and reduce material damage and scrap.

Managed upwards of 5 projects concurrently identifying improvement opportunities using Automatic Spar Assembly Tool (ASAT), root-cause analyses (RCA), value stream map, Kaizen, Do it Workshops, Time Standards, Development Focal, Quality Assurance Defect Reduction, Constraint-Based Scheduling, Project Manager, and PDCA Plan Do Check Act.

Worked with engineering disciplines and departments to produce cost estimates for new designs, to ensure safety and environmental designs.

Led 737 jetliner team in the delivery of process mapping project, resulting in eliminating downtime and non-value-added steps at each station.

BELLSOUTH /AT&T Telecommunications

Outside Plan Engineer – Network Engineer Specialist 5/2005 – 06/2007

Supported design and project management field planning of copper and fiber cable for communications and existing enhancements.

Provided engineering services to technicians in developing network plans utilizing OSP engineering tools and methods, Central Office Pair Gain Design.

Timely preparation of cost-effective Engineering Outside Plant Work Orders to satisfy non-facilities providing the highest quality of service.

Analyzed of copper based Outside Plant distribution (feeder and distribution) facilities through record review and use of internal and external sources.

Played a key role in the company's success as a subject matter expert in telecommunications infrastructure systems and technology transformation.

Negotiated and acquisitions of rights-of-way, Field surveys and feasibility studies, Right-of-Way engineering, design of entrance cable to new development properties such as new homes, neighborhoods, and commercial developments.

Initiated project management knowledge study and subsequently standardized project management practices.

Developed Network design for new project construction utilizing Bellsouth Telecommunication based tool for advanced methods, theories, and research techniques to investigate and provide solutions to advanced system requirements and problems.

EDUCATION / CERTIFICATIONS / TRAINING

Technical Institute of America

PMP Certification In Training

Currently Enrolled 35 hrs.

United States Postal Service

Lean Leader Trained

2018

United States Postal Service

Lean Six Sigma Black Belt

2010

United States Postal Service

Lean Six Sigma Green Belt

2009

Bachelor of Science

Florida State University – Manufacturing and Industrial Engineering

CONTINUOUS IMPROVEMENT • BUSINESS PROCESS OPTIMIZATION • CORPORATE LEAN PROCESS IMPROVMENT

Key Achievements

Conducted capacity and utilization analysis to redistribute work/resource in order streamline and balance line which resulted in a $120,000 annual savings

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Conducted Value Stream Mapping initiatives to 5S workstations, eliminate 80% of nonvalue added activities

Key Achievements

Designed copper network facilities in aerial/buried environments

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Designed copper facilities related to F1 and F2 growth/reinforcement, Rehab, Legal mandate (federal and local) estimated $500, 000 plus work design

15 Years CI / Lean / Process Optimization

Lean Six Sigma Black Belt

Business Strategy Planning

Team Management and Coaching

Project / Program Management

Process Streamlining/Integration

Cross Functional Team Leadership

Product Development / Life Cycle

Lean Engineering

Business Operations Management

Production/Inventory Planning & Controls

Trainer / Leader / Coach

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