DIRECTOR OF OPERATIONAL EXCELLENCE Lean Six Sigma Certified Black Belt Practitioner
Widely accomplished and self-directed senior leader with extensive, diverse experience for a premier, global manufacturer. Demonstrates broad innovative thinking in bottom-line-impacting roles including Program Manager, Lean Six Sigma Black Belt project leader, Assurance of Quality (AOQ) Process Control Manager, Purchasing Manager, and Manufacturing Plant Manager. Dynamic, visionary leader with superior communication skills who leads high-performance teams and responds rapidly to changing priorities in fast-paced environments. With proven problem solving, negotiation, and decision-making abilities, conducts detailed analysis of complex business challenges to formulate customer-centric, quality-improvement solutions in line with business objectives, timelines, and budgets. Respected for discipline, resourcefulness and unwavering commitment to excellence and integrity.
Key Qualifications:Operations Management New Product Development Process Reengineering Process Improvement Lean Six Sigma Quality Improvement & Assurance (DMAIC) Procedure Development Team Leadership Technical Support Technical Writing Communications Negotiations Procurement Forecasting Presentations Startup Operations Research & Analysis Planning & Organization Data Analysis/Reporting Change Management Cross-Functional Collaboration Training & Development Budget Management
Career Highlights
Fortuna 500 Company 1979-Present
PROGRAM MANAGER-INNOVATION & PRODUCT DEVELOPMENT (2009-Present)
Leading multiple cross-functional teams to implement project improvement initiatives for new product development, and global innovation process implementations. Serves as change agent and champion/coach for the sustained use of Lean Six Sigma analytical tools and methodologies.
KEY ACHIEVEMENTS Developer and architect of process structure, systems deployment for managing projects for new global innovation organization. Principle collaboration space designer / developer for global innovation team. Coordinate / lead Technical Marketing Committee meetings Assist product R&D with LSS tools and methodologies Lead principle in new product development process improvement project. Key assist in global project team toward advancing regional processes toward unified level three systematic approach (SAP solution) Completed 2 key Black Belt projects and actively managing one other:
Completed project to improve product performance on specific manufactured process, generating a potential cost savings of more $250K.
Completed project to improve functionality on specific manufactured product, enabling significant future revenue increases / cost savings for the company and sustainability advantage for new and existing customers. Patent pending. Developing strategy for developing a sampling process for global innovation and product R&D projects using DMEDI
PROJECT LEADER-LEAN SIX SIGMA (LSS) BLACK BELT (2007-2009)
Provided broad oversight leading cross-functional teams dedicated to improving company performance leveraging Lean Six Sigmas Define, Measure, Analyze, Improve, and Control (DMAIC) process-improvement roadmap. Additionally, coached Green Belt candidates.
KEY ACHIEVEMENTS Awarded Black Belt (BB) certification in June 2009 by the company CEO Facilitated the completion 3 BB project initiatives and 1 Kaizen project initiative:
Forecast accuracy-improvement project - identified root cause and developing meaningful tracking reporting, resulting in improved forecast accuracy at the mold level from 73% to 79%.
New Product Development Business Process Improvement - implemented a SMART approach to business process improving speed to market and margin improvement, producing 40% reduction in cycle time to process expediting new request into the order management system to completion of mold equipment for production.
Cost Reduction Initiative - resulting in YOY cost savings, estimating more than $.35MM in 2010 and an additional .75MM in 2011. Achieved widespread recognition for campus building Black Belt Project of the Year for 2009.
Coached two Green Belt candidates toward certification. Earned praise, for first Kaizen project, from stakeholders and project participants for superior organization and quality content.
ASSURANCE OF QUALITY (AOQ) PROCESS CONTROL MANAGER (2005-2007)
Provided leadership for a staff of 4 to coordinate the implementation of Lean Six Sigma, Statistical Process Control (SPC), Quality Systems, and administrative quality management.
KEY ACHIEVEMENTS Initiated the creation of a LSS steering committee team and the selection of a third party provider to conduct Green Belt training for the team, resulting in the first certified LSS Green Belt employees. Selected to serve as key collaborator with a licensee to subcontract the manufacturing of product to compensate for production capacity shortfall, resulting in successful and seamless flow of planned sales revenue. Developed critical North American quality standards and production protocols to serve as a template by multiple other countries for offshore manufacturing of imported product within their respective borders and the global network.
PURCHASING MANAGER- OH (2002-2005)
Oversaw the procurement of product materials and packaging including corrugated and secondary materials with a combined budget of more than $220M.
KEY ACHIEVEMENTS Negotiated successfully with primary strapping supplier to reduce price by 19%, producing savings of more than $500K. Developed several working capital improvements, including: expansion of consigned and vendor managed inventories; increase in standard terms to 60 days; and increase in discounts resulting in cash savings improvement of $680K. Generated savings of more than $250K by introducing a production forecast to a key partition supplier, negotiating longer production runs for high-volume items. Coordinated several corrugated competitive-bid packages in 2003 and 2004 resulting in savings of more than $5.5M Managed a tier-sheet competitive bid for two Latin America operations, producing savings of more than $400K.
PLANT MANAGER- (1999-2002)
Provided comprehensive management of various critical ongoing operational activities with an operating budget of $25MM, 5 direct reports, and more than 180 employees with responsibilities including general planning, organization, production, administration, safety, quality, customer service, and human resources.
KEY ACHIEVEMENTS Launched an aggressive plant-wide defect training program for all shift workers, resulting, in just 1 year, in significant reduction of quality defects. Achieved, the first year as Plant Manager, an average profit growth of more than 20%. Spearheaded the highest monthly production efficiency of 122% in four years. Led the preparation for the facilitys ISO-9002 certification audit.
Prior Related Experience Fortune 500 Company
QUALITY SYSTEMS MANAGER
PLANT MANAGER
QUALITY ENGINEER
QUALITY & SPECIFICATIONS SUPERVISOR
SHIFT FOREMAN
PROJECT ENGINEER
Education & Professional Development
B.S., Ceramic Engineering, The Ohio State University
Additional Training: Lean Six Sigma for Black Belt Training Kaizen Leader Training Pathways to Leadership Training Personalysis Training Program Management Training Manufacturing Management Development Training Financial Training for Non-Financial Managers Civil Treatment for Managers
Former Chairman / Member, Board of Directors Credit Union
ASQ Certified Quality Manager |
