Independent management consultant and experienced hands-on Lean/Six Sigma Practitioner. Strong business, data analytics, and process optimization acumen with a proven track record of leading global enterprise-wide multi-site transformations to deliver improved efficiencies, improved on-time delivery, reduce costs, and optimize manufacturing and supply chain processes.
An unwavering commitment to serving clients as a trusted advisor. My focus is to use the knowledge and experience I have gained to teach, coach, and mentor clients to benefit from my years of experience.
• Business Process Analytics
• Value Steam/Process Mapping
• DMAIC Lean/Six Sigma Certified
• Hands-On Consulting
• Business Process Improvement/DMAIC
• Visio
• Data Analytics and Statistical Analysis
• Strategic and Tactical Consulting

Served as a Trusted Customer Advisor, as a Lead Solution Architect/Client Advisor Consultant overseeing the High-Tech vertical, and as a subject matter expert on Discrete/Process Manufacturing, High-Tech, and Industry 4.0.
• Lead Client Advisor $2.2 Million High-Tech ERP sale. Co-led development of Customer Solution
• Co-Led the efforts to digitize Lean Manufacturing methodologies into Infor ERP software by analyzing the ERP system throughout the enterprise and developing ERP system procedures, processes, and designs.
• Shaped the High-Tech market size by categorizing by SIC code.
• Developed standardized High-Tech points of view (POV) of value hypothesis, customer engaged, and customer agreed along with the high-tech integrated marketing plan and roadmap.
• Designed and implemented a voice of customer toolkit for presales, post sales, post implementation, and active projects.
• Facilitated a Kaizen event to create a future state and update ecommerce capabilities for the CPQ prod

● Senior Director to implement the strategy, partner with Site Executive Leadership and Site Lean teams to deploy a five-phased Lean operating model, benchmarked from the Toyota Production System, at ten manufacturing sites in Eastern North America. Oversaw three North American Regional Lean Experts (Directors), one Global Lean Expert (Director), site leaders, site steering committee, and site Lean departments via a dotted line matrix. Participated in the Lean COE Hoshin Kanri 2020 development and implementation.
• Utilized Kaizen and 3C problem solving to significantly improve process variation, eliminate process waste and constraints, and reduce conversion costs.
• Assisted in the corporate inventory reduction initiative, ≥ 35%, by implementing value stream design at ten sites.
• Facilitated an order management process mapping session for a large customer, prepared an action plan to ID root cause, and initiated corrective actions to steer the process to meet customer expectation

Led Operational Excellence/Lean Implementation throughout the Aviation Supply Chain to reduce Process times, improve Quality, ensure On-Time Delivery, and increase savings. Internal Lean/Six Sigma consultant focused on on-time delivery of jet engines. Lean/Six Sigma
• Applied Lean/Six Sigma methodologies inclusive of agile, change acceleration (change management), digital (data science), Lean, Six Sigma, and Value Stream Mapping to create the Current State process and eliminate constraints and variations in the Future State as well as in the Aviation operating system.
• Developed a Lean Strategy, Change Management Strategy, partnered, trained, mentored, and coached Lean/Six Sigma and theory of constraints methodologies to ensure permanent corrective action on projects with 50% to 80% travel.
• $5 million in expenses saved. Reduced manufacturing process time by an average of five days per site (25 days total) and boosted FTY to meet or exceed goal at all sites by guiding a project at

Established a strategic Continuous Improvement vision for the software solutions (SWS) business generating about $200 million annually. Utilized Agile scrum software development that incorporated scrums, sprints, retrospectives, and user stories with Rally/Jira. Led the Global Customer Complaints Resolution Process along with Melbourne Site Audits.
• Site Quality Director
• Developed training for the global roll-out of 8D Root Cause/Corrective Action (RCCA) methodology for the Software Solutions quality team and oversaw RCCA procedure to analyze the five-month delayed SmallWorld 5 project and for the late customer delivery of the PowerOn Supervise software product.
• Led 8D Root Cause/Corrective Action with Software Solutions Project Management Team. Three projects had combined margin erosion of $1.2 million. Hit a 90% stretch goal to reduce future margin erosion.
• Led an ISO 9001:2008 Surveillance Audit and a Multi-Site Certification Audit resulting in no major or minor findings

Provided Strategic Continuous Improvement leadership for the global $1.2 billion
● & PT business. Directed 35 + Engineering, Manufacturing and Sourcing/Supply Chain Managers and teams via a matrix organization during the
● & PT get well initiative to turn red processes green. Mentored/coached 78 Engineers and Engineering managers to complete the Define step toward DMAIC Green Belt Certification, and five DFSS Green Belts to full certification. Improved Customer Fulfillment, satisfaction, and on-time delivery at three poor performing sites. Accepted a six-month assignment to Alexandria, Louisiana following a plant closure notification.
• $7 million
● & PT cost of quality reduction by co-leading implementation of optimized MRB processes.
• Created Current State to identify constraints and used Value Stream Mapping to remove part creation process constraints.
• 96% drop in Bill of Materials (BOM) configurator NCRs (future state reports), 68% decrease in BOM non-conformance NCRs, and

Stewarded a move from DMP to a Product Cost Reduction Methodology with market driven price points.
• $1 million in savings posted in milling preparation, supplier milling and polishing processes by co-leading the Impellor machining process optimization.
• Led the Blowers' Compressors and Controllers (BCC) engineering team to $2.02 million in DMP savings, exceeding the DMP objective to hit $815,000 in DMP savings.
• Aided the Salt Lake City team to solve a FlowGrid 3" diaphragm quality issue resulting in the team winning the annual
● & PT Engineering Quality Award.

Oversaw a pilot for Priori Product Cost Reduction Software as the first GE business. Identified several cost-out opportunities.
• Improved On-Time Delivery (OTD) from 70% to ≥ 95% at a European Power Conversion Site.

Co-developed the process and QMS audit templates for internal and third-party software vendors. Certified Process / QMS Auditor.
● Valliere
● • Generated $32 to $35 million additional software sales revenue by co-leading a cross-functional team to classify, audit, and apply scope of work to qualify Value Added Resellers (VARs) to the GE Healthcare Quality Management System (QMS).
• $1 million in annual savings predicted through project management of a supplier quality, global sourcing consolidation initiative.
• Led the root cause / corrective action at an underperforming supplier with a DPPM of 20,000. Implemented process optimization processes to lower their DPPM to under 1,000 DPPPM in 4 months and under 100 DPPM a year later.

• Implemented Process/Quality control points to increase GLTD product production rate 250% and LLDR production rate 100%.
● MILITARY EXPERIENCE