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Process and Change Excellence Consulting

Serving a large Oil and Gas client within Upstream IT/IM operations as a Business Analyst. Delivering Business Solutions for enabling collaboration between and within Strategic Business Units.

Served clients within in the oil and gas industry through Lean Six Sigma engagements and Change Management initiatives. Evaluated processes and identified opportunities for streamlining operations both within production and corporate environments.Performed detailed time study and documented each step in the process from rig up to rig release for an independent E&P client. Identified over 120 opportunities for reduction of non-value added activities and prioritized based on overall benefits to the client.Developed standard operating procedures for installation of a blowout preventer to be utilized by third party rig crews for the purpose of training and safetyLead project coordinator for a large Energy Company. Conducted over 20 interviews with stakeholders for identification of waste within the on-boarding process. Mentored Information Services departmental analysts through project ideation and valuation for key strategic initiatives.Developed and delivered Business Excellence Training focusing on Lean Six Sigma Tools for large TSDF

Achieved sustained results through the execution of Lean Six Sigma projects within both clinical and non-clinical settings. Employed a consistent drive for growth and success of the BPT department with respect to the adoption of process improvement methodologies. Built positive working relationships with individuals across all levels of responsibility.Implemented Enterprise Content Management (Document Scanning) within the Accounts Payable department while working to address emergent needs.Increased overall process compliance for ensuring the right medication reaches the right patient at the right time by 63%.Eliminated process waste, employed visual management techniques, and established a pull system for material replenishment including work in process caps for the Health Information Management Department. Redesigned the workspace to incorporate a cellular configuration. Reduced the bill hold by 80% resulting in a 40 million reduction in dollars waiting to be billed.Reduced Call Center Turn-around time through establishing standard protocols for call center representatives (CSR’s) to utilize while responding to customer calls. Implemented a strategy promoting first call resolution. Incorporated an escalation process for patients reporting both emergent and urgent symptoms. Achieved a 50% reduction in the average turn around time for patient calls.Established a process that efficiently supports the special cause need to register newborns that require urgent and emergent care. Employed mistake proofing techniques such as hands free communication devices that do not compromise patient care. Reduced the time required to register urgent and emergent newborn patients by 90%. Optimized post-operative appendectomy order set to reduce length of stay (LOS) and ensured compliance for use. Reduced LOS from 2.24 to 1.59 days for Appendectomy cases without perforation.

Executed corporate driven new product development project following the formal initiation under the Vice President of Engineering. Successfully delivered and presented a functional prototype revealed during the 2005 Offshore Technology Conference under a strict and short deadline for delivery. With a hands on approach, managed a design team including seasoned engineers and designers to creatively address design problems while ensuring a cost effective approach for the delivery of a Gas over Oil valve actuator. Worked closely with the sales and marketing team to develop marketing materials for delivery to key customers. Managed the filing of multiple patents related to actuator design features with support from patent attorneys.Identified and developed vendors to successfully produce actuator components while meeting cost targets.

As the second Black Belt to receive training and certification from the Cameron Valves division, efforts were primarily spent achieving results through project execution and positively impacting the change management needs of the division. Additional duties included the development and delivery of Green Belt educational materials from the corporate level. Responsibilities focused coaching and mentoring new black belts within the division through all phases of project execution. Executed project to standardize engineering designs for ball valve seats between two manufacturing locations. Due the potential risk of field failures, significant efforts were made to ensure long term reliability of the optimized design. As a result, material cost savings totaled $500,000 annually.Executed project to cleanse product data and eliminate future data entry errors. Due to data integrity, marketing is enabled to perform accurate environmental analysis for each product line.Facilitated Kaizen event to achieve increased throughput for sales order processing. Sales order segmentation, load balancing and visual controls were incorporated.Worked with Business Unit managers to develop and execute discrete project selection criteria for project identification.Mentored 16 Six Sigma Green Belts through project execution.Lead instructor for Green Belt training at multiple manufacturing locations.Developed Green Belt course material for delivery to companywide locations and logged 244 Teaching hours for Green Belt & Champions courses.Mentored Black Belts deployed at manufacturing locations through project executionInitiated a Six Sigma Review board to review and provide direction for Six Sigma projects.

Primary efforts included developing the design for an extension of the Cameron All-Welded Ball Valve product for delivery into remote and offshore locations worldwide. Detailed design concepts were developed and validated by supporting engineers for product concept approval. Additional responsibilities included overseeing prototype manufacturing and qualification testing at third party locations. Received patent for ball valve stem seal retention mechanism.Trained as Six Sigma Green Belt in September of 2001 during the initial rollout of the Six Sigma initiative.Executed project to standardized valve operators across 3 product lines with uniquely different characteristics with significant savings to the organization resulting.