Project Management Six Sigma

Yuka S . D e l k a m p

**** ********* **** ***********, ** 37172 • 615-***-**** • ****@****************.*** Six Sigma Black Belt and Project Management Professional Twenty years of operational excellence leadership experience in quality process improvement, project management, change management, customer experience and product design/re-design. Six Sigma Black Belt, LEAN/Kaizen expert, ISO 9001, TS16949 auditor, BPMN 2.0 modeler, and experienced trainer/coach from White Belt to Green Belt. Well-versed project management skillsets to deliver solid results. Proficient in Visio, Lucid Chart, SAP Signavio, Trello, MS Project, Excel, PPT, SharePoint, JIRA, Confluence, SAP, Salesforce, RPA, etc. Fluent in Japanese and English; conversational Korean and Czech. US citizen

Past and Current Clients

Sphera – Chicago, IL, Ernst & Young - New York, NY; Wells Fargo – US; State of Pennsylvania - Harrisburg, PA; Department of Defense - Arlington, VA; Tennessee Valley Authorities - Chattanooga, TN; Bridgestone Americas - Nashville, TN; Nissan North America - Nashville, TN; TechCXO - Atlanta, GA; Community Christian College (also serving as a Board Member) - Redlands, CA; Asurion- Nashville, TN

Experience

Operational Excellence/Business Process Optimization/Project Management Consultant - Nashville, TN (Remote) April 2018 – Present

Integrate new engineering capabilities into existing processes to optimize efficiency, effectiveness, and profitability, leveraging Six Sigma methodologies. Lead project teams in establishing KPIs, creating implementation plans, and monitoring project success, ensuring both short-term and long-term objectives are met. Collaborate with business owners and SMEs to develop and implement cross-functional end-to-end processes using BPMN 2.0 and Six Sigma methodologies. Assess and identify process inefficiencies, reduce costs, and enhance productivity and profitability, resulting in multi-million-dollar savings for numerous businesses. Develop and utilize visualization tools such as process maps, gap analysis, root cause analysis, PDCA, A3, Kanban, and Scoreboard to support process improvement initiatives. Deliver impactful presentations and coach leadership on Lean Six Sigma strategies and project implementation. Create various technical documents to ensure sustainable and continuous improvement of processes.

GBS PMO & Operational Excellence Manager Philips - Nashville, TN March 2020 - February 2021

Managed a portfolio of cross-functional process improvement projects across North America GBS, supporting departments such as Customer Master Data, Supply Chain, Contract Management, Order Management, and Accounts Receivable. Trained project and process owners in continuous improvement principles and Lean/Six Sigma methodologies. By analyzing project performance and key performance indicators (KPIs), including return on investment (ROI), ensured that key stakeholder requirements were met. Identified and facilitated the sharing of best practices across GBS. Contributed to the collection and saving of $80 million in unpaid accounts receivable. HR GBS Continuous Improvement Manager AkzoNobel-Nashville, TN November 2017 - October 2018

Partnered with IT, HRBP, Finance, Payroll, Call Center, and Production to identify, capture, validate, initiate, lead, and sustain improvement opportunities, thereby enhancing quality, service delivery, cost efficiency, and safety. Developed and expanded local capabilities in applying continuous improvement tools and methods, executed projects, and promoted a structured problem-solving approach to improve KPIs, efficiency, and overall performance. Championed, developed, and sustained a culture of continuous improvement and Lean/Six Sigma knowledge within shared services while coaching staff and leadership teams across North and Latin America on Six Sigma and Lean methodologies. Business Process Improvement Director TN State Department of Human Services- Nashville, TN August 2016 - July 2017

Led operational process improvement projects from inception to sustainment, utilizing Six Sigma, Lean, and Kaizen methodologies to support the Tennessee State Government’s customer-focused vision. Directed cross-functional teams to reduce process waste, achieving a 48% reduction in clients’ wait times, over 30% reduction in overall process cycle time, and more than 60% reduction in unit rework processes. Conducted quantitative and qualitative data analyses and in-depth observations at Gemba, generating proposals and recommendations for end-to-end process improvement projects for DHS executives. Developed process improvement tools to enhance efficiency and performance. Management Consultant TN State Department of General Services -Nashville, TN January 2015 - July 2016

Identified opportunities and generated recommendations for improvements across DGS operations, focusing on Quality, Cost, and Delivery (QCD) of processes, products, and programs using DMAIC and Kaizen methodologies. Led multiple cross-functional process improvement projects, implementing end-to-end enterprise processes, resulting in $2.7M savings in inventory/warehouse management, a 30% reduction in process cycle time, and a 50% reduction in workforce. Standardized processes by creating SOPs, training manuals, and instructions, and collaborated with HR to integrate process improvement into the onboarding process. Coached field operators, junior associates, supervisors, and managers in critical thinking using tools such as critical path and affinity diagrams. Facilitated Rapid Improvement Events (RIE) on the production shop floor. Played a strategic role in launching new business models and pilot planning for the Tennessee State Government’s Alternative Workplace Solution (remote working).

Director of Process and Performance Improvement Loews Hotels Business Center- Nashville, TN June 2013 to January 2015

Applied Six Sigma, Lean, and Kaizen principles to establish critical thinking and operational strategies with shared services leaders. Established quality standards, statistical data analysis, and process specifications; created key performance indicators

(KPIs) and milestones to measure progress in each financial division. Developed visual management tools (e.g., Scoreboard, Andon, etc.) to maintain continuous improvement within the organization. Coached and conducted Lean and Kaizen training programs, training 20% of the overall workforce. Played a critical role in establishing operational processes for opening new hotel properties

Operational Excellence Guest Satisfaction Manager Gaylord Opryland Hotel - Nashville, TN May 2008 - June 2013

Led medium to large Quality Process Improvement/LEAN project teams from inception to sustainment, focusing on labor, inventory, cycle-time reduction, waste reduction, and productivity improvement, while emphasizing Voice of the Customer analyses, CRM, and QPI methodologies. Achieved multimillion-dollar savings in operational and labor costs (e.g., Food & Beverage, Guest Rooms, Banquet Services, etc. ) and improved guest satisfaction by over 20%. Created aggregated quantitative benchmarking baselines and metrics based on feedback from various sources. Advised hotel executives on immediate and long- term improvement opportunities through statistical data, gap analyses, and Gemba observations. Played a critical role in the hotel reopening, reestablishing a continuous quality process improvement culture throughout the organization after the 2010 flood. Selected for the top 10% of leaders in the Gaylord High Potential Leaders Program. Continuous Improvement/LEAN Coordinator/ISO Auditor Unipres USA - Portland, TN May 2002 - May 2008

Led an internal audit team to identify nonconformance and findings using quality process audit techniques (ISO 9001/TS16949), and spearheaded corrective actions to ensure readiness for external audits. Facilitated regular internal audits throughout the manufacturing plant, managed ISO documentation, and presented findings to senior executives. Conducted QA and QC reengineering/LEAN/Kaizen events to correct nonconformance and reduce process waste, achieving a 100% reduction in major findings and a 70% reduction in minor findings. Traveled extensively within the US, UK, and Japan, participating in various QC/QA conventions and functioning as a technical interpreter/translator as needed. Business Analyst NIKE Inc. - Beaverton, OR

July 1997 to April 2002

Researched global customer requirements and gathered the “voice of the customers” to interpret into business/system requirements for a newly integrated Order Management System (OMS) launch project. Generated best practice proposals for integrated distribution systems between the US and Japan during the interface stage. Liaised with IT, Product Design, and project stakeholders/executives to ensure consistent communication flow. Executed QA testing to support data integrity and accuracy for OMS programs and modules. Traveled extensively to Japan, participating in various conferences and functioned as a technical interpreter/translator as needed.

Education

Bachelor of Science in Social Science McNeese State University Lake Charles, LA

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