Brian Meadows Email & Phone Number

Western United States

• Partner with key leadership to develop, align and cascade our strategies throughout the organization • Develop leaders to deeply understand lean philosophies through coaching and mentoring• Develop and execute regional strategies for the Affordable Care Act (Healthcare Reform)• Transition the culture from “Doers to Thinkers to Self-Learners to Teachers”• Teach Lean Greenbelt and Job Instruction classes to front line clinicians, managers and senior leaders• Develop training materials used to teach key improvement methodology to improve our business processes Collaborate with leaders to understand, design and develop new processes to improve patient flow and the patient experience

Direct the Los Angeles and Germany site locations on the implementation of the Crane Business System. Responsibilities include:Determine the strategic events to be conducted and lead or facilitate those kaizen events using the many tools available such as (standard work, problem solving, value stream mapping, transaction, material replenishment system etc). Partner with the leadership team on the development and implementation of the strategic priorities through the Strategic Deployment Process.Participate in the strategic direction of Crane as a member of the Crane Business System(CBS) Council. As a CBS council member I am responsible for assisting with the development of new tools that will be rolled out to the corporation in the following year, in addition to understanding where some of the needs of the corporation are and working with the council to determine where emphasis should be placed.

Responsible for the first shift tactical filling operation for Los Angeles site (90 full time employees and approximately 100 temporary employees). Part of the responsibilities included the execution of 3.2 million units per week, improve or maintain customer metrics, manage costs (including labor), manage equipment uptime, and ensure that safety was the number one priority.I was responsible for the tube filling department which was a 3 shift operation with output of approximately 1.8 million units per week. With safety as a non-negotiable my focus was to improve machine uptime and reduce labor costs while improve customer metrics.

Implementation of SAP; develop the business processes required to integrate this tool throughout the entire business. After Go-Live I assessed the gaps between current state and desired future state and developed plans to improve the process to the desired future state.Created a program with the tools for categorizing sources of loss, measuring the impact of each source of loss, and development of action steps to eliminate those sources of loss. Through the use of this tool we improved Overall Equipment Effectiveness (OEE) from 40% to 52% and improved the bottom line by $1MM through cost avoidance and cost savings projects.

Relocation of Systems Division from Tustin to City of Industry utilizing lean methodology. Working directly with Toyota Consulting we successfully executed the relocation plan without any cost over-runs while improving upon the timeline. Through a series of improvement projects total product cycle time was reduced from 4 weeks to 4 hours.

Through the use of many different lean tools I was able to lead the team in waste elimination in several areas of the business. Two of the most significant achievements were the reduction of total product cycle time (TPcT) from 4 weeks to 4 hours and the space reduction from 1.1 million sq. ft to 440,000 sq. ft after the relocation. The achievements took place through the use of tools such as value stream mapping, kaizen events, implementation of one piece flow, and the discipline of standard work and 5S. During the process I was responsible for the facilitation of more than 50 events annually.

Master Of Business Operational Excellence, Operations Improvement In Healthcare

Black Belt Fisher College of Business MBOE

Bsie, Industrial Engineering