Process Improvement

KEILA A. PULLUM

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

Six Sigma Black Belt

PROCESS ENGINEERING • CONTINUOUS IMPROVEMENT • LEAN MANAGEMENT • OPERATIONAL EXCELLENCE

• Lean Business Operations Lean Sustainment • Team Engagement Training Development • Strategy Planning Execution

• Lean Six Sigma Deployment Implementation • Project Management Planning Execution • Business & Process Optimization

• Efficiency & Continuous Process Improvement • Operational Collaboration Sustainability • Lean Methods Six Sigma Tools

• Manufacturing & Industrial Engineering • Operational Excellence Transformation • Culture Change Management

• Risk Management Assessment Mitigation • SOPs & Best Practice Development • Business Process Engineering Industry Experience: Process & Distribution Manufacturing Supply Chain & Warehouse Operations Telecommunications Government Healthcare/Medical Device

PROFESSIONAL EXPERIENCE

Suzano

Operational Excellence Consultant II 01/2025 – 05/2025

• Led the restructuring and redesign of processes through identification of pain points, optimization of process flows, current state routines, and definition of team roles and responsibilities.

• Managed projects from initiation to closure, ensuring effective control and clear communication throughout each phase.

• Collaborated and developed Operational Excellence principles that align with and support organizational transformation objectives.

• Prepared and delivered professional presentations to communicate change management plans, project progress, and outcomes to diverse stakeholders.

• Collaborated with stakeholders to define project requirements, set priorities, and establish success criteria, ensuring alignment with the company's strategic business goals.

• Conducted thorough voice of the customer reviews, analyses, and restructuring of process maps to identify inefficiencies and address issues, thereby enhancing workflow and operational effectiveness.

UNITED STATES GOVERNMENT CONTRACTS (DOD / DLA / DOT) Senior Process Improvement Specialist – Senior Business Consultant - Lean Six Sigma Black Belt 09/2022-09/2024~ Contract Positions through Novaces, Vistra, and Rividium

• Continuous Process Improvement Journeyman analyzed workflows, identify inefficiencies, and implement sustainable improvements that enhance quality, reduce costs, and increase operational efficiency

• Provided management 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 of 7, including Master Black Belt, Black Belts, Business Analysts & Leads and Government Project Managers on Cyber Risk for the Defense Logistics Agency (DLA) supporting J6 Cyber Operations, part of the Department of Defense (DOD).

• 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.

• 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).

• Led end-to-end process mapping and optimization for a DOD logistics assessment, leveraging Lean Six Sigma tools (DMAIC, SIPOC, Kaizen) to redesign workflows and deliver process efficiencies. (DOT/TSA).

• 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).

DIRECTV – wholly owned subsidiary of AT&T Inc. Multi-channel video programming distributor for national and local broadcast channels Continuous Improvement Project Manager (Six Sigma Black Belt) 04/2022-09/2022 – Contract Position through CompNova Key Achievements

Developed comprehensive Operation

Excellence deployment framework

encompassing project initiation,

planning, execution, monitoring, and

closure.

●

Re-designed End2End Process Maps for

collaboration and Team Engagement

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)

●

Supported PMO by benchmarking Voice of the

Customer, improving turnaround time

for operational reports and project

tracking (DLA/DOD)

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

• Developed and delivered train-the-trainer sessions for knowledge transfer using Visio and process-mapping tables.

• 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, Lean 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 Process Improvement Specialist (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.

• 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 Lean 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.

• 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. Key Achievements

Developed 18 video trainings and How-To’s

for the startup of the Continuous Improvement

Decisioning University

●

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

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%

Key Achievements

Strategic improvement initiatives, delivering

operational cycle time reductions

●

Improved inbound inventory receiving cycle time

processing by 8%

●

Reduced manual assembly scrap by 5%

UNITED STATES POSTAL SERVICE Manufacturing, Processing and Distribution Center Operations Solutions Manager – Speciality Expedited Packaging (Processing Improvements) 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.

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

• Managed ~10 concurrent new product development projects, managing a team of 6 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. UNITED STATES POSTAL SERVICE Manufacturing, Processing and Distribution Center Operations Senior Product Development Specialist 10/2018-01/2020

• Served as project 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, participating in software design reviews, supporting CAT testing scripts, and managing a complete project plan for each initiative.

• 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.

UNITED STATES POSTAL SERVICE Manufacturing, Processing and Distribution Center Operations Continuous Improvement Specialist 10/2017-10/2018

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

• Deployment Team of 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.

UNITED STATES POSTAL SERVICE Manufacturing, Processing and Distribution Center Operations Senior Operations Industrial Engineer – LSS Six Sigma Black Belt Coach 08/2008-08/2017

• Responsible Industrial Engineers lean implementation across district in multiple processing and distribution centers, facilitating projects and initiatives to drive service, cost, and productivity improvement efforts.

• Lean Six Sigma District Coordinator overseeing the team on multiple projects in labor, throughput, and customer service via conveyor optimization, manual mail sortation labor utilization, and EXFC customer service improvement.

• Managed 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.

• Recognized and capitalized on cost reduction opportunities by analyzing data, coordinating equipment installations, facilitating Lean Six Sigma projects, and assisting with 24-hour, real-time operational support.

• Utilized the forecast Same Time Last Year (SPLY) data and compared it against the available Year to Date (YTD) Week to Date (WTD) data, set targets to identify trends and cost projections

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

Key Achievement

Led staff of expedited packaging experts

specialized in customized products $350K+ in

annual dollars on standard packaging, $332K+ in

annual dollars in customized packaging, and $75K

in annual dollars in specialized packaging

Key Achievement

Spearheaded the integration and prioritization of

package business product enhancements, which

included the development of supporting volume,

revenue, and contribution goals and business

strategies

●

Coached a group of 6 Yellow Belts and 3 Green

Belts Six Sigma candidates to participate in the

process to improve and implement business

strategies

Key Achievements

Mentored Six Sigma candidates, leading to

certification of 15 Green Belts and 5 Black Belts

●

Led Operations Operation Excellence Training in

2 processing and distribution plants, training 25

managers in lean theories and methodology

●

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

Led a Kaizen event for Trips on Time

Performance

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

• Led Parcel Post Relocation by utilizing the DMAIC Methodology, resulting in savings in Transportation, Maintenance, Service Route Workhours and Processing Cycle Time

• Identified the root cause of dispatch errors and developed a corrective action to reduce late trip dispatches and improve Trips on Time. The Boeing Company Commercial Airlines Manufacturing Manufacturing Industrial Engineer II 06/2007-08/2008

• 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 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. EDUCATION / CERTIFICATIONS / TRAINING

Bachelor of Science Degree in Manufacturing and Industrial Engineering Florida State University Lean Master Black Belt Management and Strategy Institute Lean Six Sigma Black Belt United States Postal Service Lean Six Sigma Green Belt United States Postal Service TECHNICAL COMPETENCIES

Technical Skills: Adobe (Acrobat / Photoshop / Premiere) Excel Lean LMS End to End Process Mapping Minitab QI Macros Analysis MIRO MS Office Suite MS Project MS Teams Operational Excellence Lean Six Sigma Methodology Skype TMS Slack Visio Whiteboard Zoom Applied Lean Tools: 6S 8 Wastes A3 Affinity Diagram ANOVA Balanced Score Card Benchmarking Method Bottleneck Analysis Brainstorming Basics C&E Cycle Time Calculations Process Check Sheet Continuous Flow Control Chart Control Plans Correlation COV CTQ DFMEA DFSS DMAIC DMADV Fishbone Analysis Fishbone Diagram FMEA Focused Improvement Gemba Hypothesis Testing Jidok Just in time (JIT) Kaizen Kanban Key Performance Indicators ( KPIs) Lag Time Lead Time Line Balancing Line Control Machine Cycle Time MSA Muda OEE Operation Excellence Pareto Chart Poka Yoke Process Capability Process Mapping Project Charters Pugh Matrix Quantitative Marketing Research Rapid Improvement Event Regression Analysis Regression Method Risk Analysis Root Cause Run Charts Safety and Environment Scatter Plot SIPOC SMART Goals Stakeholder Analysis Standard Work Standardized Work Statistical Process Control (SPC) Statistical Quality Control (SQC) Risk Analysis Stratification Surveys Methods Takt Time Toyota Production System - Just in Time (TPS) Lean Training Value Stream Mapping (VSM) Visual Management Sustainment Voice of the Customer (VOC) Lean six Sigma Process and Methodology Key Achievements

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

Key Achievements

Conducted capacity and utilization

analysis to redistribute work/resource in

order streamline and balance line which

resulted in cost savings annual savings

•

Conducted Value Stream Mapping

initiatives to 5S workstations, eliminate

80% of nonvalue added activities

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