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Beth Crowley is listed as Chief Resilience Officer @ Crowley Group | MBA, LSSBB, Resilience Strategies at Crowley Group, based in Detroit Metropolitan Area, United States. AeroLeads shows a matched LinkedIn profile for Beth Crowley.
Beth Crowley previously worked as Chief Resilience Officer at Crowley Group and Teaching Faculty /Lecturer at Oakland University. Beth Crowley holds Mba, Supply Chain Management from Michigan State University - Eli Broad College Of Business.
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I come to Operations and Continuous Improvement naturally: my paternal grandfather graduated from the Henry Ford Trade School and was a faculty member there from 1925-1941. When automotive companies were tasked to make aircraft for the war, he was appointed General Foreman of Engine Parts Machining & Assembly at the Ford River Rouge Aircraft Engine Plant. According to my aunt, who was a teenager at that time, “they switched from cars to aircraft in record time” to produce Pratt & Whitney engines for the B24 Liberator bombers made at Willow Run. My grandfather & I were very close and he died in 1975 when I was 7. Two decades later, after listening intently as I described a work project, my grandmother said “it’s like your grampa is sitting right on your shoulder.” We’re 100% Irish, with a sometimes dark sense of humor, and my immediate response was “well if you see him before I do, tell him to keep those ideas coming!” We laughed really hard & I remember it like it was yesterday.The attitude toward change and continuous improvement has changed drastically in the past 30 years. In the 1990s I worked for AlliedSignal (AS), and as the organization was pushed by new CEO Larry Bossidy to hit “breakthrough goals” and continuously lower costs, change was not a choice - it was a matter of survival. Many AS people and businesses did not survive the Bossidy era. I was hired under the umbrella of Total Quality and our team was tasked with starting Lean in Automotive. In this role I traveled to several manufacturing facilities for training and implementation. It made me even more passionate about making sure that what I leave behind is sustainable and creates a better organization and life for the people who work there.One mentor taught me about human nature and the psychology of change, about how we are hard-wired to act and react certain ways. If only I had known that at the beginning of my career! I still quote him at least once / month.I find that through living my "herstory" I have learned: I don’t always have to be right (that’s a hard one!); Be flexible, the only constant in life is change; Lead by example; Do what you say you’re going to do; and most importantly, there’s always more to learn.It's been a pleasure, and together we’ve built engaged teams who know where they stand with respect to goals and what to do if the trend starts moving in the wrong direction. The best part of eliminating waste in leadership, culture & processes is watching the smiles return to the faces of people who feel heard & appreciated.
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Michigan, United States
Partner with organizations to execute Resilience Strategies through Training, Program Management & Transformational Leadership, using processes designed to decrease waste, improve organizational resiliency, and accelerate performance
Rochester, Michigan
Inspiring the next generation of Operations Leaders! I teach Production & Operations Management for undergraduates in the Business School
Antrim County, Michigan, United States
Fully remote position for start-up; role included Team Member Recruitment, Marketing, and Process & Business development; Support/resource for Operational Excellence projects helping to improve critical processes and filling specific performance gaps within organizations. Facilitation of the leadership & infrastructure journey towards lean, continuous improvement and operational excellence.
Fully remote position for start-up; Building & scaling the structure and teams to drive operational improvements, maximize cash flow and EBITDA; Developed implementation of a sustainable, consistent process-driven culture during a period of high revenue growth. Strong emphasis on Human Capital & Workforce Management
General leadership of $2 million deep hole drilling manufacturing operation. Responsibilities include most functions of the business, including Human Resources, Accounts Receivable/Payable, Purchasing, Production & Scheduling, Customer Service, Shipping/Receiving, Operations and Continuous Improvement
Lead developer and trainer of Kaufman Global’s Lean Leadership® program; includes classroom training, rapid improvement event planning and execution, leadership training and support, & implementation of lean structure and tools in both manufacturing and non-manufacturing environments.Participate on assessment teams analyzing current operations, developing and selling the business case for implementation; responsible for Statements of Work & other internal sales documentation. Effective leadership of implementation teams on multi-million dollar projects, responsible for complete project management including staffing, training and meeting budgets. Projects & results include:→ Analysis & leadership of lean implementation teams for a consumer products company at five facilities. Active coaching of leadership team members to engage workforce. Achievement of record-high productivity levels. Results included productivity increases of 20-50%, reduction of direct costs by 7-12% & throughput improvements greater than 10%.→ Managed multiple site lean implementation project for major Tier 1 automotive supplier, decreasing cycle time and inventory, while improving parts availability. Results included 50% reductions in manufacturing overtime, inventory and premium freight, & 25% improvement in customer delivery.→ For a supplier to the medical industry, trained and deployed eleven, high-potential leaders (Lean Leadership®) capable of driving the organization’s continuous improvement efforts at several sites, including nine Mid-Western locations and two in Mexico. → Developed and implemented program to increase maintenance effectiveness at a supplier to the pharmaceutical industry. Activities included equipment prioritization, training and rapid improvement events to determine and eliminate the root cause of equipment failures. Resulted in an almost immediate 20% improvement in overall equipment effectiveness.
Supply Chain Liason to the central Continuous Improvement Office, responsibilities included the development & delivery of training and implementation processes within the supply chain, mentor to new members of Lean Sigma® Team, participation as host in public event facilitated by TBM consulting
Highly skilled and practiced in learning and facilitating Continuous Improvement strategies & tools; completed Six Sigma Greenbelt training in 1997; participation on numerous management teams in order to coach leadership behaviors and responsibilities during transitions to lean organizationsOperations Management of cross-functional disciplines within a product line with annual sales of $100 million. Responsible for all product deliverables in meeting expectations of major aerospace customer, including parts planning & procurement, assembly & test, and program management of all new program launches. Successfully proposed and executed capital expenditure projects and operating budgets. Managed personnel and material inputs, established and met inventory, cycle time and “Cost of Poor Quality” targets. Key interface with customer and corporate. Results included: Customer Past Due reduction from 40 days to 2 days, 30% decrease in inventory, 75% cycle time reduction, 16X improvement in product quality. Awarded Supplier “Best in Class
Executive staff for $2 billion, 15 plant automotive firm, responsible for developing and managing Lean Manufacturing program that included training, planning, analysis and implementation. Highly effective in communicating objectives and supporting teams to achieve results. Team leader of several highly successful project teams focusing on improving quality systems, manufacturing control and material scheduling systems. Results from projects included: 50-100% increase in on-time delivery, 50-75% inventory reduction, 95% reduction in material shortage, 4-10X increases in inventory turns, 25-50% reduction in manufacturing floorspace, and 25-75% cycle time improvements
Team member of project implementation teams focused on cycle time and inventory reduction; developed model to determine mixed-model production schedule; implemented visual kanbans in heavy machining, unionized environment; incorporated external suppliers in kanban process through supplier conferences held at manufacturing facilities
Team member of Fast Assembly Manufacturing Environment (FAME) team. Lead effort to transition product line with 2000 piece parts from “push” to “pull” material replenishment using a visual 2-bin kanban system; made changes within the MRP system to leadtimes, offsets and other data fields to reflect the improvements in the speed and accuracy of the manufacturing process. Manufacturing cycle time improved by 50%, and implementing a kanban system with suppliers virtually eliminated all material shortages
Detroit, Michigan
Material Planning, Order Entry, Customer Service & Logistics
Studied one semester abroad at Regent's College in London
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Beth Crowley works for Crowley Group.
Beth Crowley is listed as Chief Resilience Officer @ Crowley Group | MBA, LSSBB, Resilience Strategies at Crowley Group.
Beth Crowley is based in Detroit Metropolitan Area, United States while working with Crowley Group.
Beth Crowley has worked for Crowley Group, Oakland University, Chain O’ Lakes Energy, Value Driven Solutions, and Cornerstone Consulting Organization, Llc.
You can use AeroLeads to view verified contact signals for Beth Crowley at Crowley Group, including work email, phone, and LinkedIn data when available.
Beth Crowley holds Mba, Supply Chain Management from Michigan State University - Eli Broad College Of Business.
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