Achieving Harmony Between people & Processes

Assist manufacturers in Massachusetts to improve their manufacturing operations, productivity, and flexibility by implementing cutting-edge management strategies and comprehensive program implementation. Help manufacturer’s competitive position by incorporating the principles of lean manufacturing into their daily operations. Work with various service delivery partners and agencies to help organizations utilize lean manufacturing concepts in: enterprise diagnostics, lean concepts training, value stream mapping, rapid improvement projects (Kaizen) throughout the entire organization.Conduct outreach and business development, assess company needs, and provide technical and management assistance to clients via the implementation of manufacturing and business improvements that yield positive, bottom line economic impacts.

Partnered with executive sponsors and process owners to identify, redesign and implement solutions to various business problems using Lean tools and methodologies.- Co-lead a diversified Territories (sales) team to develop 2017 improvement strategy to achieve 22 million in targeted savings- ABX leader for the “Aetna Provider Care Network” improvement initiative. Lean redesign is expected to achieve a 63% reduction in lead time, 33% reduction in cycle time and 25% reduction in rework- Collaborated with Medicaid business leaders to develop strategy and build capability to reenergize stalled ABX improvement initiatives

Accountable for role modeling Lean principles and behaviors associated with effective Lean leadership. Charged with coaching leaders at all levels of the organization (84 employees) to extend continuous improvement value beyond the initial implementation.- Championed the development and deployment of organizational Vision, Mission, Strategic Objectives, cascading metrics and improvement initiatives.- Designed, socialized and utilized metrics and problem solving focus to enable meaningful continuous improvement activity resulting in 227 problems solved and $318,000 hard dollars saved across the organization. In facilities we achieved a 8% reduction in cost per square foot, 22% reduction in OT hours, 41% increase in preventative maintenance activity and in Space Design a 52% increase in customer satisfaction.

Team member and Lean coach responsible for the successful deployment of MMWay (Lean) in Corporate Law, Corporate Compliance and Corporate Audit, approx. 150 employees.- Coached Corporate Law, United States Insurance Group (USIG) Product & Product Tax and State Government Relations leaders and their team members to effectively deploy and sustain the MassMutual Way Business system.- Successfully piloted process improvements in USIG Law resulting in; 25% reduction in demand, 27% reduction in touch time, 13% reduction in defects and 25% reduction in urgent request.

Thought leader on matters related to change agent and business leader Lean capability development for 5000 plus employees that delivered 60 Million dollars in savings over 4 years.- Worked closely with HR to ensure the values and principles of the MMWay (Lean) were incorporated into Mass Mutual’s overall approach for leader development to help drive desired behavior changes.- Managed a team of 3 change agents to stabilize the MMWay development program by standardizing approx. 50 short lean and change management trainings and 5 customized bootcamps.- Executed trainings and bootcamps for lean change agents and business leaders. Average survey score 4 out of 5, highly satisfied.

Managed a team of 3 CI coaches to established processes and controls that promote the sustainment of a CI environment after the initial Lean deployment across the enterprise of 5000 plus employees.- Led the development and launch of a post MMWay (Lean) deployment CI review process which initiated the foundations for 161 reviews cross-organizational, and established framework for building CI reviewer capabilities for 381 staff over a 4-year period.- Led the execution of the CI reviews for 3 business units; United States Insurance Group Marketing, United States Insurance Group Finance and Corporate Finance to pilot new review process and provide constructive feedback to the business.- Sponsor for the design and launch of a CI review site to standardize and effectively execute enterprise wide CI reviews and track sustainment measures for leadership and associate maturity levels.- Defined and collaborated with HR to establish and fill the role of 7 CI leaders across the organization.- Initial launch and coaching of A3 problem solving which delivered; 25% reduction in Life Post Issue death claim payment lead time resulting in $2,500,000 annual savings, a 68% reduction in mandatory overtime to clear overdue inventory, 30% reduction in billing errors and a 74% increase in project resourcing accuracy.

UMMHC University Hospital inpatient flow value stream improvement leader.- Collaborated with clinical experts to improve care for boarders in the University Hospital emergency department (100 beds) resulting in a reduction in wait time to be transferred to impatient.- Co-lead for the re-design of UMMHC lean training and lean certification program to improve lean capability of nurses and doctors. Responsibilities included the development and deployment of standardized offerings and certification requirements.

Managed a 2 person team that collaborated with business leaders to strategically coordinate the proliferation of Lean and Six Sigma problem solving capability across the organization of approx. 32,000 employees.- Led European Six Sigma problem solving wave in 2010. This innovative offering composed of utilizing A3 thinking on variation reduction opportunities. Throughout the wave participants were challenged with applying learnings on real business problems. Completed projects resulted in $2,500,000 in savings.- Collaboratively designed, developed and launched enterprise wide web based Lean and Six Sigma operating system (Resource Center) used to enhance knowledge and sharing of best practices across company.- Team leader for the development and deployment of a regional Lean Sigma “Train the Trainer” program. This highly successful interactive learning offering was focused on developing leaders to further deploy Lean knowledge and transform the Lean culture within their region. Over 150 participants spanning 4 regions: North America, Asia, Europe and Latin America graduated. Program participants currently are in organization leadership positions.- Coached A3 thinking for practical and system level root cause problem solving. Students ranged from associates in operations to directors in transactional support functions. One-on-one support focused on helping participants see and think. Projects resulted in savings of $25,000 to over $100,000 each.

Responsible for establishing a solid foundation of Lean practitioners and strengthening Lean thinking across the divisional supply chain of approx. 1500 employees.- Team leader for the deployment of several regional Lean training events resulting in 300 plus graduates. This effort focused on building fundamental Lean knowledge throughout the supply chain and the birth of Lean initiatives within the customer service, marketing, information technology and finance functions.

Accountable for building capability and leading lean sigma improvement initiatives across the divisionalsupply chain of approx. 1500 employees- Orchestrated greater than 10 divisional supply chain and transactional lean sigma process improvement initiatives. Each of these lean sigma projects delivered results ranging $250,000-$1,000,000 in savings.- Delivered corporate lean sigma Black Belt training waves. Program participants applied learnings to a back home business challenge with an expected return on investment of greater than $250,000. Certification rate was 95%.

· Accountable for the mechanical design, quality inspection, build and test of various original production machines and assembly equipment. Notable customers: Sikorsky Aircraft, Combustion Engineering, Morgan Construction Company, Tambrands and IBM· Set performance objectives and measures for three staff members within department. Completed evaluations of performance to plan.