Sales Manager

REGINA BARNES

***** ***** **** *** ******* *****

********@*****.***

C: 732-***-****

www.streamlineimprovements.com/LinkedIn

https://www.linkedin.com/in/regina-barnes-46152b19

EXECUTIVE PROFILE

An Entrepreneurial executive with diversified global experience leading manufacturing and service companies specializing in best practices for Continuous Improvement with a strong focus on World-Class services for sustainable competitive advantage.

SKILL HIGHLIGHTS

29 years of overall business expertise 18 years of experience in Supply Chain, Strategic Sourcing and Outsourcing

Certified Transactional Green Belt (Service 15 years of experience in Business Process) VOC

Certified Six Sigma Black Belt DMAIC/DMADV/DFSS/DSSS/DOE/Regression Analysis

Diversified analytical skills including data analysis, data interpretation along with a strong ability to define and implement action plans.

Oliver Wright Trained Sales and Operation Planning Leader

Lean Expert, identifying Non-Value Add, Value Add activities, Value stream mapping/analysis

Core competency: Process Transformation expertise and share practices regarding Process Improvement. Tools Visio, Igrafx, SIPOC analysis and VOC.

Excellent Project management skills, executive presentation, scheduling, project scope, documentation, team facilitation and leadership.

Expert knowledge and demonstrated use of process engineering methodologies and/or Business Process Management (BPM) and process management principles

PROFESSIONAL EXPERIENCE

USAA Consultant Strategic Staffing Solutions S3 April 2019 - Currently

Business Process Consultant

Currently assigned to the Chief Financial Office supporting innovation and integration to the CFO community. Working in various cross functional areas, Property and Casualty, Investment Accounting, CIO and current supporting Treasury Cash and Liquidity. Assisting the teams in the creation Strategic Solutions using Agile and SAFe methodologies. In addition, documentation efforts of E2E process mapping, Software Development Life Cycle (SDLC), Data Linage mapping, RPA training and software implementation actives. Concurrently partnering the Business Control Management team applying Risk Mitigation steps.

USAA Consultant Nityo November 2018-February 2019

Group Business Process Architect As a strategic partner in identifying potential process engineering opportunities. Leading and facilitating cross-functional teams, in the application of business process architect to design and/or optimize business processes and their overall performance.

USAA Consultant Strategic Staffing Solutions S3 August 2018 – October 2018

Senior Program/Project Manager Regulatory Affairs, responsible for providing regulatory reports and data to Senior Leadership. Lead extraordinarily complex and unique work assignments to deliver highly effective problem resolutions. Engaged and collaborates with other experts within the company. Lead complex research and provide solution-oriented advice and to senior level internal clients that support business objectives. Effectively managed and worked to complete assignments with minimal supervision. Applied critical thinking to review complex and non-legal material for legal implications that may pose a risk to the organization. Produced clear and concise written materials appropriate for submission to senior level leadership

USAA Consultant: Millennium Group: Senior Process Engineer March 2018 - June 2018

Facilitator/Coach for the Discipline Execution Group facilitated cross-functional teams, in the application of process engineering principles to design and/or optimize business processes and their overall performance. Manages initiatives of moderate scope and complexity. Independently, under minimal supervision, performed moderately complex to complex work assignments and problem resolution across systems, processes or channels; also conducted change management efforts at a moderate level of complexity impacting one or more CoSA's cross-functional processes. Served as a resource and mentor to less experienced team members in the delivery of business improvement and development initiatives.

Tactegra April 2017- February 2018

Senior Consultant PMO implementing six sigma projects for a major automobile parts manufacture in Ohio and Georgia. Worked with stakeholders to ensure projects achieved intended results. Ensured risks and improvements are proactively identified and the benefits validated, all information is confidential.

Founex Inc. February 2016 – December 2017

Associate Consultant served as technical leader in the development of Process Excellence building commitment to business process management and a focus on effective process development.

Streamline Process Improvements Lean 6Sigma, CEO February 2010 – 2017

Primary Consultant an Entrepreneurial executive, with diversified global experience leading manufacturing and service companies, specializing in best practices for Continuous Improvement with a strong focus Sales and Operations Planning and world-class services for sustainable competitive advantage. Lead the implementation of Sales, Inventory and Operation Planning across 9 business divisions.

Pall Corporation (acquired by Danaher Corporation) April 2012 –May 2016

Primary PMO Consultant Pall Corp Sales managed and coordinated related to efforts of Marketing teams lead the DMAV process to create non-existing processes along with tollgate reviews in New Product Development, Sales and Marketing. Worked with the customers in collecting the Voice of the Customer and capturing the requirements/feedback from the customers (internal or external) to provide the customers with the best in class service/product quality. We were proactive in constantly creating innovative ideas to capture the changing requirements of the customers over time and lead in creating a House of Quality and translating data into CTQ’s. Analyzed and identified key performance metrics and meaningful dash boards. Consulted with executive management and serve as a liaison on departmental strategies.

While working with Pall Corporation additional achievements were assisted with leading Distribution Operations, Inventory and Demand Planning. Operating budget of $55M, Inventory of $345M. Distribution Centers located in the U.S., Singapore, Switzerland, UK, Japan, Brazil, Thailand, Australia, and Canada. Assisted the Directors of S&OP, Distribution Operations, Inventory and team of 290; reported to SVP, Global Supply Chain.

Cooper Industries September 1993 - March 2009

(Wheelock Inc., acquired by Cooper Industries in 2006 now Eaton Industries)

Divisional Continuous Improvement Leader 2007 2009

Operation Excellence Manager Lead and drove a culture of changes that instills focus on Continual Improvement. With a strong focus on process improvement and customer satisfaction along with Six Sigma tools and forward Lean thinking along with other problem-solving methodologies. While managing multiple value streams, serving as a recognized expert and resource leader for focus areas, process rigor, and achieving significant results. This includes providing change leadership in addition to Change Acceleration Process methods and tools across critical business initiatives.

Project Manager for Sales and Operation Planning Leader 2007 – 2009

Divisional Sales and Operation Planning Leader, the primary focus was to advise the business unit leader and the executive staff on S&OP activities identifying and prioritizing key initiatives while managing change, which helped provide optimum benefits to our customers and drive bottom results. The team developed the Sales and Operation Planning processes which include Product Management process, Demand Planning Process, Supply Process, (finance) Integrated Reconciliation process and Management Business review process. The S&OP tools are used to identify business constrains, manage change and imbalances in Supply and Demand while reconciling the differences in Finance. In addition, we used Traditional Business Intelligence tools, including dashboards, forecasting, capacity planning, Sales and marketing intelligence predictive analytics data modeling ad hoc queries and reporting tools that leveraged historical data and, in some cases, real-time data to identify trends and answer questions related to what happened or why it might have happened. Our goal was to translate data into business intelligence. Applied expert knowledge of project/program management to ensure efforts meet defined objectives, follow a structured timeline and are delivered on-schedule and within budget, including dashboard monitoring, metrics synthesis and quality assurance methods.

Black Belt Project Leader 2007 – 2008

Warehouse improvement/redesign project. A cross functional team increased throughput by 100% redesigning the facility layout creating a Slotting database. In addition, the team used Six Sigma and Lean tools, which included a SIPOC, 5S, DOE, Kaizen, Gage R&R, Regression analysis and Visual Management tools as well as a list of additional metrics to sustain the gains. We achieved a 100% throughput improvement in the warehouse shipping process.

Black Belt Project Leader 2006 - 2007

Lead New Product development, Outsourced eleven different product lines to an LLC with savings well over 3 Million dollars in cost reductions. This was accomplished in less than six months using a cross functional team, Margin analysis and Lean Six Sigma methodologies.

Black Belt Project Leader 2005 - 2006

Successfully lead process improvement redesign of the production layout to boost productivity and increase efficiency. By redesigning the PCB layout, the team successfully reduced scrap, increased productivity and efficiency. This was accomplished by using tools such as, Margin analysis, ANOVA, CPK Analysis, Regression, DOE and other Lean Six Sigma methods.

Green Belt Project Leader/Margin Improvement 2003 - 2004

Perform P&L checks at category, subcategory and item level and determine which products or services will contribute to overhead and profitability. Identify, cut low-margin clients, products or services and invest the saved time and money in higher-producing parts of the business.

Green Belt Project Leader/Margin Improvement 2003 - 2004

Continuing lead and drive operational excellence, organizing and leading several cross functional teams using lean six sigma tools to outsource the entire powder paint shop operation to an LCC.

After conducting a Margin analysis, the team contributed a total saving of $950,000. The process improvement tools used were: Margin analysis, FMEA, SIPOC, and Lean, Kaizen events, dashboard metrics, basic Lean and six sigma methodologies.

Buyer/Planner 4 1993 – 2004

Managed MRP requirements, successfully planned and scheduled electronics components, negotiated contracts while working with quality management along with vendors.

U.S. ARMY 1976 – 1979

Nuclear Weapon Specialist, Grade E 5 Sergeant

Responsibilities: To lead and manage 32 direct reports 1st of the 41st Field Artillery Unit, Schwabisch Gmund Germany, honorably discharged.

EDUCATION

BACHELOR OF SCIENCE: Georgian Court University, Lakewood, N.J.

Major: Physics

Minor: Microelectronics.

PROFESSIONAL TRAINING

Oliver Wright Sales and Operations Planning

Lead SAP RTC Process Implementation

Lead multiple ERP system implementations

Stat-A-Matrix Certification Number Year

Six Sigma Black Belt Certificate SS-0274 2005

Six Sigma Green Belt Certificate GB-0422 2002

George Group

Six Sigma Black Belt Lean Expert Internal 2006

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