Sr. Trainer/ Master Black Belt Consultant

• May 2018 - Present

Lead on-site and open enrollment courses around Lean, Six Sigma, and Lean Six Sigma. Lead on-site and open enrollment courses around Lean, Six Sigma, and Lean Six Sigma.

Sr. Consultant- Master Black Belt Lean and Six SIgma

• Jan 2016 - Present

Sr. Consultant

• Sep 2013 - Oct 2016

Sr. Consultant in the Continuous Improvement Group, focusing on Lean Architecture. Specializing in lean and six sigma projects for clients over 10 Billion in revenue. Currently consulting on a client overseas in excess of $400 Billion.... Sr. Consultant in the Continuous Improvement Group, focusing on Lean Architecture. Specializing in lean and six sigma projects for clients over 10 Billion in revenue. Currently consulting on a client overseas in excess of $400 Billion....

Project Manager, Continuous Quality Improvement

• Aug 2011 - Apr 2013

Support the business in training Lean and Six sigma tools Rolling throughput yield- Operations Management Completed How to measure – Defining Critical to Quality Measurements – Operations Management Completed ADKAR – Change Management - Completed Developed a VSM of operations and Identify constraints Set up constraints projects for team management leadership Consult on EPMO and lead meetings for PCRB Support the business in training Lean and Six sigma tools Rolling throughput yield- Operations Management Completed How to measure – Defining Critical to Quality Measurements – Operations Management Completed ADKAR – Change Management - Completed Developed a VSM of operations and Identify constraints Set up constraints projects for team management leadership Consult on EPMO and lead meetings for PCRB

Director of Project Management

• Aug 2010 - Jun 2011

Responsible for the coordination and completion of projects across various functional areas within the Medicare & Retirement Clinical Organization and at times, across the entire organization. Serves as a subject matter expert in areas of project scope, methodology and process. Ensures projects are completed on time, in scope, and meet quality standards. • Quality HEDIS Stars Rating Project Manager. Organizes, plans and facilitated meetings with key program owners, cross-functional and/or cross-segment teams, to achieve key business objectives, assigned metrics and project completion. Influential persona - proficient in building resilient relationships.

Principal

• Jan 1990 - 2010

Acquired by KimPossible Solution and Associates. Previously -Privately owned consulting business specializing in Lean, Six Sigma, Design and Innovation. Our tailored educational solutions include: Strategic Planning, Change – Leadership and Organizational, Lean, Six Sigma, Design for Six Sigma, and Supply Chain Management Acquired by KimPossible Solution and Associates. Previously -Privately owned consulting business specializing in Lean, Six Sigma, Design and Innovation. Our tailored educational solutions include: Strategic Planning, Change – Leadership and Organizational, Lean, Six Sigma, Design for Six Sigma, and Supply Chain Management

Enterprise Business Consultant, MBB

• 2006 - Jan 2009

The Enterprise Business Analyst works closely with their assigned business areas/departments to understand the business challenges, vision and strategy including long and short term business needs. This position, as a key facilitator within the organization, will participate in cross-functional teams to provide leadership and direction in developing innovative solutions that would assist the business area in meeting their objectives. The Enterprise Business Analyst will translate stakeholder needs, often across multiple business areas, into solutions. They will also communicate and align the interests of the business with IS. The Enterprise Business Analyst must evaluate a multitude of business models and potential technology solutions, including cost/benefit and risk analysis, to recommend solutions that satisfy high-value business needs. The position may provide project leadership to teams of 1-10 members.

Manager - Process Improvement

• 2003 - 2006

Manager of Process Engineering • Introduced project management procedures (PMBK) and assumed the role of PM and Team Leader for Electronic Data Interchange (EDI) increasing vendors from 250 to 880 by close of second quarter 2006. • Chaired a retail import steering committee, defining the infrastructure, justification, and sustainability criteria for the creation of a new import logistics department ($50M in imports) –achieving top management’s number one strategic goal. • Transformed Retail Supply Chain using the SCOR model in the conversion of strategic, operational and competitive processes • Taught activity based costing and evidence based decision making to the Operations Management team. • Evaluated and quantified the volume and cost of store-to-store transfers justifying a direct-ship to customer program. • Defined the cost to the organizational system for (125K) purchase orders using activity based costing, enabling leadership to make fact-based decisions regarding the business. • Lead Distribution Center – joined management team - defined, standardized and assigned metrics to the procedures for loading trucks; developed performance measurements for each department; analyzed security procedures generating recommendations in the areas of facilities, off-site storage, and firearms.

Sr. Manufacturing Engineer

• 2001 - 2003

Served as key member of the engineering strategic planning team. Provided leadership, engineering resources, and technical knowledge to direct and innovate new design concepts, develop processes, procedures, tooling; and automation for the production of jewelry and graduation products. • Internal consultant to 17 national plants for six sigma and lean improvements. • Developed lean transactional education programs for Jostens’ administrative and sales staff. • Invented a progress/project dashboard for lean six sigma projects. • Directed and inspired process teams with 16 active and 35 adhoc team members. • Successfully championed campus focused diverse materials research teams from three distinct plants, standardizing materials and processes using six sigma tools - after multiple previous failures. • Trained teams using lean principles and related tools as value stream mapping, quality function deployment, visual work areas, set-up reduction (SMED) and single piece flow. • Created six simulation models with SimCad software demonstrating complete product flow between independently owned distributors and company (sales channels); performed FMEAs. • Developed mechanized process improvements in the ring antiquing process using pneumatic and mechanical techniques leading to reproducible results, using “Voice of the Customer” data as a target; developed a CPK system for the first time in corporate history in this area. • Conceptualized and implemented a unique ring sizer product capturing over $1 million annually in lost revenue, reducing rework, and improving customer satisfaction of a market size exceeding $7.3 million. • Reduced manufacturing costs by a projected $80 million over five years by conducting Value Stream Mapping on four major processes. • Developed and implemented an automated cover antiquing process using tools/fixtures solutions.