Anthony O. Email & Phone Number

Chicago, Il, Us

• We are the extension of the North American leadership of Japan’s most prestigious management consulting firm that created many improvement systems and tools known as LEAN today.• The firm was established in Japan in 1942, and it originally had the mission of improving the productivity of military-related plants. After WWII, Douglas MacArthur dissolved it in 1945. But due to the devastating condition of Japan’s economy at that time, General MacArthur reformed it back in 1947, to revitalize the Japanese economy. Since that time, the firm has helped almost all of Japan’s top companies, including what was then a small company called Toyota, and many others who have now become “who’s who” brands.• In the 1950s, the P-course was created as a practical training program to accelerate the creation of Industrial Engineers in Japan. Dr. Shigeo Shingo, while working for this firm, taught it to Toyota. He also created SMED. Many other Japanese consultants contributed to its heritage by creating innovations including TPM (Total Productive Maintenance), VP (Visible Planning), MAPS (Management Problem Solving), and B-Course (Business Course), which is a powerful Lean Office Program. In addition to creating Kaizen, this firm also created 5S, 5-Whys, and Gemba-ism.

Roseville, Ca, Us

• I efficiently, compliantly, and reliably achieved all the company’s goals. l improved the safety, quality, cost, and delivery of all the company’s services in the corporate office, 22 markets, over 400 sites, and 80 California, Oregon, and Hawaiian communities faster. I eliminated the waste, variation, and delays of over 1,400 Planview users, maximizing the productivity, information security, and satisfaction of over 1,400 leaders, and managing all the company’s projects successfully by upgrading the company’s project management software to Workfront, training the trainers, and leading the CEO, all executive sponsors, 200 project owners, 1,000 workers in every department, and all business partners to follow best practices and replacing an obsolete Planview tool, by.• I also managed the merger and integration of Adventist Health and Rideout Health, a community health system based in Marysville. I improved operations locally in a 221-bed acute care hospital, clinics, senior living facilities, and homes in Yuba and Sutter counties. I led the executives, managers, engineers, and other leaders at Adventist Health, Rideout Health, Cerner, Huron, Beckman Coulter, and other companies. I built the new Adventist Health + Rideout Market. I was the company's only lean SME and senior project manager.

West Sacramento, California, Us

• I led projects in the Continuous Improvement Department. I trained new hires and leaders on the history of lean manufacturing, 5S, and Production Boards. I created the standard work. • I led the manufacturing team to produce high-quality, steel-reinforced concrete wall panels, floor panels, and other parts for Stanford University, the Golden State Warriors, the City of Oakland, and other clients at the company's largest 140-acre manufacturing plant after they built the Apple Park Office Building. • I led Kaizen projects. I led small project teams to solve the plant's highest-priority problems. I implemented a plant-wide delay measurement and problem-solving system. I built an overhead crane scheduling tool. I eliminated the plant's biggest delay. I managed a plant-wide 5S program. I led the managers of 33 work areas to sort, set in order, shine, standardize, and sustain their work areas.

Irving, Texas, Us

• I led the National iWin Program sponsored by the CEO and President. I applied the science of industrial engineering in 15 large sites while working on the shop floor. I created standard work. I implemented a new measurement system. I launched new incentives. I provided coaching and training. I increased direct labor productivity by 22% nationally and saved $5.8 million annually before the program expanded to 37 sites.

Oakland, California, Us

• I protected the public from failures in the gas division and prevented underground pipeline explosions. I increased the integrity of 6,700 miles of natural gas pipelines. I led the Corrective Action Program. I implemented and administered the safety management system. I solved the 23 highest-priority corrosion issues reported by crews in the field by assigning them to "issue owners" and managing the "issue owners" to create and execute Corrective Action Plans while compiling and publishing Corrective Action Program reports.• I compiled all the data for all nine corrosion engineering programs (Atmospheric Corrosion, Casings, Cathodic Protection, etc.) I brought each program from "Red" to "Green" to comply with government regulations by managing the responsible engineer(s) to complete tasks by due dates and publishing the "Keys to Success."• I worked with the corporate HQ and the department leaders to establish the budget. I allocated funds to approved projects and reported financial performance. I built a three-year plan for approval by the CPUC.

Oakland, California, Us

• I managed all capital investments for the maintenance of national facilities. I restored health to 38 hospitals, 535 medical office buildings, and 345 other buildings and achieved the national facility maintenance goals. I improved Member Satisfaction, Total Costs of Ownership, Facility Condition Index, Maintenance Costs, Utility Costs, and Energy Consumption. I led the National Facility Condition Assessment Program sponsored by the future CEO and Chief Compliance Officer.• I partnered with VFA. I maintained the National Facility Condition Assessment Database. I led the 8 regional teams to prioritize the 33,128 major maintenance requirements. I built a data-driven ten-year $7.9B strategic capital plan. I led the Program Office CFO, and all facility leaders, capital planners, and engineers in 8 regions and 38 medical centers to follow the plan to resolve all 33,128 major requirements. I eliminated the $2.4 billion deferred maintenance issue. I replaced the 24,908 failing systems on time and within budget over ten years. I led a national metric team. I published monthly updates to a National FMOS Metric Dashboard to share trends and identify outliers in the 8 regions, 38 medical centers, and 918 facilities to the Board of Directors and over 70 stakeholders. I repaired and sustained every facility at a Facility Condition Index of 0.05, or "Good,” by 2022. • I led a National FDA Recall. I managed 38 medical center leaders to return 15,127 unsafe Baxter Colleague IV pumps to Baxter by the FDA's deadline so they could be destroyed. I collected a $30.5 million refund from Baxter. I exceeded KP's goal by $8.4 million.

San Francisco, Ca, Us

• I managed all capital investments for the maintenance of national facilities. I restored health to 38 hospitals, 535 medical office buildings, and 345 other buildings and achieved the national facility maintenance goals. I improved Member Satisfaction, Total Costs of Ownership, Facility Condition Index, Maintenance Costs, Utility Costs, and Energy Consumption. I led the National Facility Condition Assessment Program sponsored by the future CEO and Chief Compliance Officer.• I partnered with VFA. I managed VFA’s engineers to inspect all 918 facilities. I collected detailed data on all the major systems (foundation, HVAC, etc.) including the size, materials, age, condition, replacement cost, and expected end-of-life. I found 241 buildings (26.2%) in "Good" condition, 143 (15.5%) in "Fair" condition, 339 (36.9%) in "Poor" condition, and 195 (21.2%) in "Critical" condition. 8,220 major requirements were past due and caused $2.4B in deferred maintenance. 24,908 major systems would fail and need replacing in less than ten years. I validated the data with KP's chief engineers. I established replacement costs for every asset in the $35B portfolio.

Falls Church, Virginia, Us

• I advised the Chief Operating Officer of the largest hospital in northern Virginia of the benefits of lean manufacturing. I led small teams to identify, prioritize, and solve process issues in the laboratory, materials management, radiology, emergency room, patient transport, operating room, and other departments of a 923-bed hospital. I led a Kaizen project team that reduced the average length of stay of the patients in the emergency room by approximately 50% from four to two hours. • I led the 2015 Inova Fairfax Hospital Capital Improvement Program design team after the CEO budgeted $1.2 billion and hired an architect and project manager. I applied the Systematic Layout Planning methodology. I also invited the President of JMAC, the company that created lean manufacturing, who shared best practices with the team. I led the team to find an opportunity to eliminate $350 million of waste from the budget before the program entered the construction phase.

San Antonio, Tx, Us

• I led the Engineered Labor Standards Program sponsored by the CEO and President. I applied the science of industrial engineering in a dozen large sites while working on the shop floor. I created standard work. I implemented a new measurement system. I launched new incentives. I provided coaching and training. I increased each site's direct labor productivity by 20% to 50%.• I replaced the pick-and-pass system. I removed the conveyors. I bought each worker a rolling cart. I trained the workers to pick, pack, and ship complete orders. I upgraded the warehouse software. I added voice selection capabilities with check-digit verification. I reduced errors and increased direct labor productivity in the Pharmacy Retail Support Center by 50%.

Dublin, Ca, Us

• I was responsible for all industrial engineering on the West Coast. I recruited, trained, and managed an industrial engineer, two quality auditors, and an incentive program clerk. I led a 20% increase in direct labor productivity in three large DCs while sponsored by the Supply Chain SVP. • I played a lead role in the planning, design, and implementation of three large distribution centers, including a 1.4M sq. ft. automated DC in Perris, CA, an overflow facility in Moreno Valley, and the first warehouse for the new division DD's Discounts in Oakland.• I prepared the corporate payroll department for an audit. I reduced errors and increased direct labor productivity by 50%. I improved services while working with the VP of Human Resources.

Dublin, Ca, Us

• I led the Blue Chip Program sponsored by the CEO and SVP. I applied the science of industrial engineering while working on the shop floor at a large site. I created standard work. I implemented a new measurement system. I launched new incentives. I provided coaching and training. I increased the site's direct labor productivity by 20%.

Toranomon, Minato-Ku, Tokyo, Jp

• I led Kaizen projects and solved management problems in offices, assembly lines, car dealerships, machine shops, and other sites for clients like Epson Electronics, Ricoh, Ford Motor Company, Mitsubishi, Kyowa America, and Uniot Tool. JMAC, founded in 1942, is Japan's oldest and most respected management consulting firm.

• I designed modems, routers, and other technology including an Internet TV set-top box for America Online. I purchased Pro-Engineer software. I utilized its 3-D solid modeling and file-sharing capabilities to reduce errors and lead times. I worked with customers and the VP of Engineering, electrical engineers, a PCB designer, the VP of Manufacturing, a Harvard MBA, and parts suppliers.