SUMMARY

Lean/Six Sigma Black Belt with MBA and MS in Industrial Engineering. Process improvement professional for over 20 years.

Increasing revenues through implementing innovative projects and processes.

Implementing a product life-cycle from inception to delivery.

Facilitating customer delight through continued communication and support.

Providing proven leadership in management of subcontractors.

“My ultimate goal is to help a company become a successful leader in their industry through improvement of core business processes leading to market growth, employee satisfaction and customer retention.”

Specialties / Areas of Focus:

Project Management, Lean Manufacturing, Lean Process Design, Supply Chain Management, Program Management, Subcontract Management, Facilities Management, Strategic Planning, Lean Six Sigma Experience, Design for Manufacturing and Assembly, Revenue Cycle Management

Industries of Proven Subject Matter Expertise:

Healthcare

Automotive Manufacturing

IT Consultation (MES and ERP)

Electronics Manufacturing

Aerospace Manufacturing

WORK EXPERIENCE:

Liberty Technology Advisors, Niles, IL 2018-Current

Senior Consultant/Business Process Reengineering and IT Project Management

Work with several clients in several industries on various processes improvement sessions reviewing current state processes and developing and implementing best practice future state processes before implementing a new ERP system or improving current ERP system operations in the areas of:

Quote to Order

Procure to Pay

Plan to Produce

Order to Cash

Financial Processes

oAP

oAR

oGeneral Ledger

oFixed Assets

oMonth End Close

oRevenue Recognition / RCM

Salient Accomplishments:

Fulfilled over $700,000 in consulting revenue

Drove sales of $330,00 at one client due to initial and extensive additional work

Perform assessments and selections of ERP systems for various clients

Developed several blogs and webinars to improve our intellectual capital in the area of IT Business Process Improvement

Bradford Exchange, Niles, IL 2016-2018

Business Analyst/Continuous Improvement

Launched an extensive investigative discovery on current business practices. Created a comprehensive assessment of current major processes that involve:

The cost of goods creation and utilization throughout the current system mainframe system with Excel

Management of forecasting to delivery of customer goods using current mainframe system with Excel

Systematic and process related issue identification for our growing personalization business and how the mainframe and Excel are used to execute transactions associated with this business sector

Developed best practices for the business for leveraging ERP/MRP system transactions along with Business Intelligence to drive effective and efficient business process management for the company. Savings identified based on implementing a new ERP/MRP system are $800,000 per year.

Rocket Fuel, Chicago, IL/Troy, MI/East Lansing, MI 2015-2016

Central and West Regional Quality Improvement Manager

Implemented first ever Kaizen event for the organization. Outcome of the yearlong implementation of post event action items led to labor savings of 66% utilization of digital programmatic campaign creation, time savings of 33% for optimizing programmatic digital campaigns, and increased revenue per headcount by 45%.

Continuously worked with engineering and product teams on implementing efficiency specifications and improvements for building digital programmatic campaigns.

Accelion/Beaumont Home Health, Madison Height, MI 2012-2014

Quality Business Process Improvement Manager/Lead IT Manager

Managed a team of 4 IT resources to implement a new scheduling model and Intake module. Led several kaizen teams to map current processes and create new streamlined processes using Lean Six Sigma techniques to improve all business areas related to Home Healthcare.

Created a turnaround business transition plan to improve the following key business metrics and initiatives via improved process efficiency and effectiveness:

oReduction of documentation cost by $42,000 per year

oReduction of labor savings by $140,000 per year

oReduction in Bill Audit process efforts by 60%

oReduction in Field Admission process time by 20%

oReduce Insurance Verification process time by 80%

oReduce Intake of Patients process time by 95%

oImprove all Quality HealthCare Metrics to 90th percentile

oElimination of Agency Discharge Backlog of 30 days for all Homecare Agencies

NAVTEQ/Nokia, Chicago, IL 2010-2012

Lead Process Engineer

Created a tool to analyze work balancing efforts through reduction of non-value added waste from field organization to production organization based on several criteria.

Performed detailed analysis on data for all worldwide regions. Identified savings of €8.5 million.

Presented findings to Digital Mapping Operations Executive Team who approved of the analysis, as well as empowered an execution team to undertake the implementation phase of the project.

Leader of NAVTEQ Lean Initiative to reduce speed to market by 50%. The following tasks were performed as part of the NAVTEQ Lean Initiative: Created current state map for Core Map projects. Collected sample data on projects to validate baseline. Worked with RDA team to synergize and align the projects in support of the development of the future state map.

Led Kaizen blitz to create project plan for implementation of pilots for establishing baselines for lean projects supporting the speed to market RDA initiative.

Initiative led to €1.5 million in savings in less than 1 year.

Safeworks, Seattle, WA 2008-2010

Process Improvement Manager – North America

Created several work instructions to help in the improvement of the quality of rental scaffold equipment.

Developed electronic testing procedures for service technicians to verify training of new quality standards.

Implemented a methodology of repairing electric cord saving the company $100,000 per year in replacement costs.

Utilized as a critical project management resource for the successful implementation of the first ever Call Center Phone System Implementation. Developed and implemented a comprehensive aftermarket program for our wind turbine service lift product line.

Duties and deliverables included:

oDevelopment of a spare parts program to reduce service and downtime for our customers

oCreation of a training program, training materials, and operational manuals

oDevelopment of a maintenance program for our service lifts

oCreation of marketing materials showing our advantages over our competitors

oGenerated a position with roles and responsibilities for an aftermarket support representative solely dedicated to customer satisfaction

oImplemented a project management program tracking tool for successful management of wind turbine installation

oReplicated the aftermarket program internationally by working with an aftermarket execution process team in Belgium

RCM Technologies, Livonia, MI 2006-2008

Senior Lean Consultant/QAD Manufacturing IT Consultant

Conducted several lean manufacturing assessments providing recommendations and a strategic lean project roadmap for implementation of a lean manufacturing program.

Created a demo script for utilization of QAD e-kanban module.

Key speaker at QAD Explore National Conference for Lean assessment and how to implement lean principles.

Implementation and training consultant for QAD MFG Pro from plant setup through shipping processes.

Led the transition and implementation of the manufacturing functionality of QAD MFG Pro for new clients, which was the quickest implementation in RCM history (3-month implementation time). Duties included:

oTraining

oData validation

oData migration from SAP to QAD

oTesting

oCreating users with security profiles in the system

oCreation of work instructions

Created business plan for new lean consulting services division. In implementing the business plan, intellectual collateral was created:

oCreated initial marketing materials for print media and webpage for lean services division

oCreated lean assessment survey which evaluates organizations from a qualitative and

quantitative perspective on lean business elements

oCreated consultation services offering for prospective clients

oCreated baseline lean manufacturing presentation for education and training purposes

Freudenberg-IT, Plymouth, MI 2004-2006

Assistant Business Manager / Senior IT Consultant

Develop new business opportunities for Manufacturing Execution Software (MES) for Freudenberg-IT.

Duties include Lean Manufacturing process consultation, tradeshow attendance, approval of all marketing materials (letters, brochures, website), presentations on MES implementations for manufacturing process improvement.

Project manager for several MES project implementations.

Directly responsible for generating over 500K in revenue in the first year of operation. Presented speech on Traceability and Quality Reporting at National Manufacturing Week Conference 2006 in Chicago.

Featured in Plant Services Magazine for article on activity base costing.

Key presenter at Dialog 2006 Conference in Chicago, Illinois on how to use the SCOR model for supply chain excellence.

Ford Motor Company, Dearborn, MI 2003-2004

Senior Industrial Engineer

Assigned to the new Dearborn Truck Plant Launch Team as an Industrial Engineering resource for helping launch the F150 truck platform.

Responsible for allocating operation data and processes in APT (Applications Productivity Tool) to all areas in the Trim Department, optimizing manpower utilization in the production area.

Consulted with the Ergonomics Department on workstation configuration. Created a manpower efficiency proposal that saved $150K per year.

Trained area leaders on the Work Group Tools software system that allows for efficient storage and utilization of electronic applications, charts, and documentation.

Improved runrate of trucks from 6 per hour to 55 per hour in less than 3 months.

Hughes Network Systems, Gaithersburg, MD 2000-2003

Project and Program Manager for Logistics

Created the Prodelin Direct Fulfillment Process document, which detailed the roles and responsibilities of all parties involved in first ever HNS third party logistics venture. Became first manager at HNS Logistics to manage a third-party logistics vendor.

Worked at vendor site for 8 weeks in order to implement industrial engineering measures to increase shipping capacity from 2,500 to 10,000 units per week.

Reviewed and advised on improvements in the fulfillment processes in the areas of bar coding, documentation, metrics, visuals, and routes.

Coordinated efforts to get SAP implemented.

Developed shipping integrity metrics with vendor.

Worked with HNS purchasing to negotiate cost savings that yielded a 15-20% reduction in fulfillment rates.

Managed the consigned inventory location for HNS consigned material at vendor site. Coordinated domestic and international DirecPC shipments.

Worked on a team that implemented SAP software at another third-party vendor located in Mexico for the DIRECTV product family.

Led Bar Coding Supplier Compliance program.

Efforts led to increasing compliance from 35% for one variable, to over 90% for all five variables. Implementation of software led to 100% compliance.

Used as a project management and industrial engineering resource on logistics projects within the organization.

Reduced inventory using customer takt time from 16 weeks which equated to the value of $24M to 2 weeks which equated to a value of $3M, reducing square footage cost by 60%. Advised HNS Business Group on forecasts, run rates, and finished goods inventory levels for the program based on this new customer takt time.

Jabil Circuit, Auburn Hills, MI 1999-2000

Industrial Engineer

Implemented and supported all process improvement efforts in the Final Assembly and Test areas for telecommunication computer boards.

Worked with test and manufacturing departments in increasing first pass yields in all final assembly test areas.

Reduced defects per million 70% by creating and implementing a defects per million action plan.

Reduced pack out failures 90% by developing and implementing the process verification project.

Moved triage process from diagnostic area to production area, increasing production capacity and reducing test work in process inventory by 33% prior to move.

Maintained scrap levels below $5,000 per month goal.

Led the preparation efforts for the subsequent certification for the ISO9000 and Lucent customer audits.

Created and maintained all process documentation, work instructions, and visual aids.

Supported ramp of new $100 million-dollar product family by performing the following duties in the final assembly area:

oDeveloped the schedule, scope, and obtained resources and equipment for the new product launch

oIncreased the amount of test equipment in production area by 33% through increased efficiency of floor space utilization, implementing streamlined process-oriented layout

oCreated a budget for implementing the project and staying with 70% of projected costs

oUsed MOST analysis to quote boards per hour

oWorked with assistants to create all process documentation and visual aids for new assemblies

oEstablished manpower requirements for final assembly area.

General Motors, Grand Blanc, MI 1998-1999

Industrial Engineer

Performed time-motion and observation studies to assist in understanding the current state of manufacturing operations.

Utilized results of studies to develop and implement lean manufacturing suggestions and principles in the metal assembly and steel press stamping areas.

Supported the 24-Hour Clock system, which measures the uptime and efficiency of manufacturing equipment.

Worked with technical support to develop queries to reduce and streamline the throughput graphic generation process from 3 hours to 1 hour (66% time savings.)

Hewlett Packard, Multiple Sites in Massachusetts, Colorado and California 1996-1998

Project Manager

Managed several subcontractors and cross functional teams during the definition, development, implementation, and post-mortem phases of site construction projects. Developed goals, work objectives, contingency plans, resource assignments, cost estimates, budgets and schedules for projects.

Provided strategic project management consultation as the assistant project manager of the Corporate Security Task Force Card Access Project, which developed the first ever common access card solution for global Hewlett Packard security systems.

Developed database warehousing strategies to implement global card access and space utilization information for Hewlett Packard sites.

Implemented the tactical portion of the PACSOP space management software system project, which increased the accuracy of tracking and reporting of space on the site by over 90% and saved approximately $150K per year.

Created a new warehouse space tracking process that generated approximately $100K in additional revenue per year to the organization.

Supported several project managers in core-related projects in the areas of energy conservation, space management, and computer- aided facilities management.

EDUCATION:

Master of Business Administration – Information Technology Management, January 2012

Jones International University, Centennial, CO

Master of Business Administration – Project Management, February 2007

Jones International University, Centennial, CO

M.S., Industrial and Operations Engineering, 1997

University of Michigan, Ann Arbor, MI (on a GEM Fellowship)

Bachelor of Science, Electrical Engineering, 1993

Washington University, St. Louis, MO, 1993

CERTIFICATIONS:

6 Sigma Black Belt Class Certification, December 2007

Villanova University, Philadelphia, PA

Lean Six Sigma Sensei Certification, April 2007

Villanova University, Philadelphia, PA

MOST and MODAPTS Certification for Standardized Work Time Studies

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