Bob Ricker Email & Phone Number

Since 1999 PROMAX Consulting Services has assisted its customers in the implementation of Lean Six Sigma, ISO 9001, and Baldrige systems providing both consulting and training. As president of the company Mr. Ricker takes an active role in all sales, marketing and the implementation of all consulting and training projects – key customers like Premier Inc., Nortel, TIAA-CREF, IBM Global Services, the United States Postal Service and The Coca-Cola Company recognize the value-add that PROMAX provides

Bob led the consulting and training effort at the United States Postal Service, NY Metro Area, in New York City moving NY City's First Class mail delivery from the bottom 3 to among the best in the nation. He was instrumental in the development of the Process Focused Operationalization (based on Lean Six Sigma concepts) approach in the Morgan Plant, key to the success was the first implementation of visual factory concepts for the processing of mail as well as the application of the “theory of constraints” resulting in percent on-time for overnight mail moving from 79% to 97% and achieving national recognition as well as a 230 percent return on investment during the very first year of implementation. He also set the strategy and coordinated efforts in the other field operations of the USPS resulting in similar results.

Mr. Ricker led the consulting effort with the Foxboro Companies (Siebe PLC) TQM implementation, resulting in that company being recognized as one of the top 10 manufacturers in the U.S. - Foxboro went on to win the Massachusetts State Quality Award and the Shingo Prize for Continuous Improvement ( Considered the highest award for Lean Manufacturing). Bob assisted AT&T Microelectronics with Process Management implementation during their successful challenge for the Deming Prize (the second recipient of the Deming Prize in the United States.) In addition, Bob led the implementation of TQM at the ABN-AMRO Bank of Holland, the largest bank in the Netherlands and 18th largest in the world. Other clients he managed are Ameritech (a regional Bell Company), Stratus Computers and he was the lead consultant with AT&T.

During this period held numerous management positions in Engineering, Power Sales and Quality.He was a key player in FPL’s successful quest to become the first "overseas company" to win the coveted Deming Prize (1989), Japan's highest award for quality. He was on special assignment as Principal Quality Engineer leading an effort with the Florida Innovation Group (FIG a private consortium of Florida Municipalities) Quality Improvement Project, a joint venture through which FPL's quality processes were implemented in key Florida municipalities including the City of Ft. Lauderdale, Palm Beach County, Naples and Sarasota. At FPL,

From Wikipedia:The United States Army Security Agency (ASA) was, from 1945 through 1976, the United States Army's electronic intelligence branch. Its motto was "Vigilant Always." The Agency was the successor to a number of Army signals intelligence operations dating back to World War I. As well as intelligence gathering, it also had responsibility for the security of Army communications and for electronic countermeasures operations. In 1976, the USASA was merged with the US Army Military Intelligence component in a process which formed the United States Army Intelligence and Security Command (INSCOM).Composed primarily of soldiers with the very highest scores on Army intelligence tests, the ASA was tasked with monitoring and interpreting military communications of the Soviet Union, the People’s Republic of China, and their allies and client states around the world. ASA was directly subordinate to the National Security Agency and all field stations had NSA tech reps on site.All gathered information had time-sensitive value depending on its importance and classification. Information was passed through intelligence channels within hours of intercept for the lowest-priority items, but in as little as 10 minutes for the most highly critical information.These occupations, which required top secret clearance, were essential to U.S. Cold War efforts. ASA units operated in shifts, 24 hours a day, seven days a week. ASA troops were not allowed to discuss their operations with outsiders — in fact, they could not talk among themselves about their duties unless they were in a secure location. Even today, decades after they served, some of the missions still cannot be discussed. Owing to the sensitivity of the information with which they worked, ASA soldiers were subject to travel restrictions during and long after their time in service. The activities of the U.S. Army Security Agency have only recently been partially declassified.