Don Clark, Mba's Location
Denver Metropolitan Area, United States, United States
Don Clark, Mba's Contact Details
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About Don Clark, Mba
Learner – Achiever – Customizer – Maximizer – ArrangerAs a strategic leader with over 25 years of experience, I have a proven track record of transforming businesses and driving bottom-line results across diverse industries. My expertise lies in designing and implementing LEAN Six Sigma programs that create value and foster a culture of continuous improvement.With a talent for bringing together cross-functional teams and leading them towards rapid improvements in response to critical business needs through Kaizen, I take pride in guiding individuals and teams to develop their skills and capabilities to their fullest potential, delivering greater value to their customers. As a teacher, coach, and mentor, I excel at creating a "strategic red-thread" that aligns efforts with business needs, making it easier for the organization to recognize the need for change.Throughout my career, I have successfully led multiple strategic initiatives in LEAN Six Sigma program implementation, delivering significant cost, quality, and capacity expansions. Here are a few examples:• Strategy Deployment: I facilitated a comprehensive discovery process with the C-suite for a manufacturer to establish a new vision and tactical focus for their LEAN Six Sigma program. I executed multiple Kaizen events, resulting in $1.5M in operating cost savings and capacity expansions.• LEAN Program Development: I developed and deployed a custom LEAN program for a healthcare organization, which covered 12 locations and 16 departments. Through coaching and mentoring, I helped to deliver $2.5M in benefits.• Delivering Value: For a global glass container manufacturer, I designed and deployed a custom Kaizen program that focused on quality defect reduction and product changeovers (SMED). By executing projects across North America, I achieved 20% productivity and capacity improvements, which resulted in over $2M in bottom-line benefits.If you are navigating significant changes and challenges within your business and seek to drive sustainable growth and achieve bottom-line results through effective strategies and LEAN Six Sigma methodologies, let's connect. Together, we can foster a culture of continuous improvement and drive transformative change for your organization.Please contact me at: clarkdcajb@gmail.com
Don Clark, Mba Work Experience Details
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FounderGravitas Coaching GroupDenver, Co, Us -
Senior Implementation CoachRlg International Aug 2023 - PresentVancouver, British Columbia, CaDelivering bottom-line results through high-performance team development and coaching to drive performance improvement. -
FounderCpi Consulting, Inc. Apr 2018 - PresentDenver, Colorado, UsIn order to stay ahead in an ever-changing market, it's crucial to have a competitive advantage. Are you confident that your organization possesses the necessary tools and culture to adapt quickly and effectively?CPI Consulting can help you harness the power of LEAN Six Sigma to gain that edge. Our strategic programs and training are designed to optimize business processes, minimize waste, and enhance value for your customers and shareholders. With our assistance, you will establish high-performing teams that take ownership and be the catalyst for your continuous improvement efforts delivering sustainable bottom-line results.We understand that transforming your business and culture can be a difficult process, but we're here to help. Let's work together to make it easier and achieve your goals. -
Director Of KaizenOtter Products Aug 2021 - Jan 2023Fort Collins, Co, UsConsumer Goods Company - Mobile Device ProtectionI led a high-performing team that assessed business operations to diagnose gaps and inefficiencies, and utilized the Kaizen methodology to execute profitable growth projects using LEAN Six Sigma tools. I led cross-functional teams and instilled a culture of continuous improvement through hands-on leadership.Specific achievements under my leadership include: • Enhancing warehouse and assembly operations efficiency by training, coaching, and mentoring LEAN Leaders in the GEMBA, which resulted in inventory reduction, increased capacity, improved quality, and on-time delivery. This delivered a bottom-line result of $1.5M. • Spearheading a Value Chain business assessment that focused on the interaction between people, processes, and technology, and how these factors affected the organization's strategic growth intent. I identified gaps in critical business processes and technology misalignments that hindered the company's ability to transform and profitably grow the business. • Chaired a Product Life Cycle (PLC) Council inspiring a cross-functional team to develop deeper business management skills resulting in the strengthening of the new product introduction stage gating process. Incorporated category-specific business requirements, long-range financial modeling, and enhanced user training. This LEAN journey resulted in a 25% reduction in cycle times. -
Director, Global DistributionOtter Products Aug 2019 - Aug 2021Fort Collins, Co, UsConsumer Goods Company - Mobile Device ProtectionAs a leader, I managed multiple warehouses in Colorado that supported global product distribution and eCommerce. Additionally, I oversaw a network of 3PL's worldwide.During my tenure, I accomplished the following: • Spearheaded a Strategy Deployment initiative within the Supply Chain department, which involved establishing critical business metrics and KPI's, goals tied to overall company strategic objectives, and achievable action plans. This resulted in a 15% overall improvement in supply chain performance. I built collaborative teams across all departments to establish a "red-thread" throughout the organization, enabling everyone to see how their contributions impacted supply chain success. This facilitated effective change management. • Achieved a 35% reduction in COGS and 25% increase in productivity by implementing single-piece flow, Kanban, and 5S in an eCommerce warehouse. Additionally, I provided staff training in Problem Solving, Root Cause analysis, Daily Management, and Visual Controls and deployed key KPIs to foster ownership and enable continuous improvement on the shop floor through Kaizen. • Ensured operational output met customer demands during the COVID-19 pandemic by creating kaizen teams. These teams were responsible for establishing standard work within their functional areas to address the constantly changing requirements maintaining the health and safety of the workforce.
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Transformation SpecialistManufacturer'S Edge Jul 2018 - Aug 2019Denver, Colorado, UsNon-profit LEAN Six Sigma consulting organization."Empowering Colorado Manufacturers Through LEAN Six Sigma Training and Development Programs"At our company, we specialize in providing comprehensive training and employee development programs to manufacturers in Colorado. Our primary focus is on implementing LEAN Six Sigma manufacturing methodologies that drive overall performance and competitive advantage. We foster a collaborative environment that encourages teamwork, shared goal-setting, accountability, and effective business analysis. Our LEAN training, coaching, and mentoring services are designed to facilitate rapid project execution and accelerate results, enabling our clients to achieve their goals and improve their bottom line.During my time with the company, we accomplished the following: • Developed, delivered, and executed training, strategic LEAN program planning, and LEAN project execution resulting in the delivery of value exceeding $3M for numerous clients in the manufacturing, distribution, and service industries across Colorado. • Led and trained cross-functional teams in consumer goods assembly and warehouse operations through a series of kaizen events utilizing VSM, 5S, Kanban, Waste Analysis, and Daily Management. This effort resulted in improved product flow and layout, saving over $1M in overtime labor and eliminating the need for 2,500 additional salaried staff hours during peak periods. Additionally, throughput increased by 25%. • Facilitated employee engagement at a ceramic manufacturer by providing hands-on training and project execution at the GEMBA. This initiative resulted in a culture of accountability and a bias for action, with highly motivated teams taking ownership of continuous improvement. These efforts led to over $2M in operational improvements. -
Manager Of Continuous ImprovementPlexus Corp. Nov 2014 - Apr 2018Neenah, Wi, UsElectronics Manufacturing Services (EMS) - Contract ManufacturerI led the strategic planning process and oversaw broad initiatives aimed at transforming and maturing Continuous Improvement and Operational Excellence efforts within the Engineering Service Group. • Conducted a value stream mapping initiative to re-engineer the company's 'Design-To-Manufacture' processes, eliminating bottlenecks and misalignment in the product life cycle stage gate workflow. This effort resulted in a 25% improvement in product launch cycle timelines. • Played a key role in enabling $12M in positive part variance (PPV) through the creation of a ‘Design for Mfg. Supply Chain’ phase gate process focused on engineering and supply chain. This process incorporated synchronized and simplified project timelines, cross functional accountability, key deliverables, and utilized LEAN project management to improve cost position and time to market. • Facilitated a series of workshops aimed at promoting a ‘One Plexus’ approach to quality management, which involved merging of engineering, global services, and manufacturing under a common Quality Management System for new ISO 9001:2015 requirements. -
Senior Manager Of Technical Support / Senior Production ManagerVestas Aug 2012 - Aug 2014Aarhus, DkWind Turbine Manufacturing - Blade FactoryAs a strategic leader, I oversaw Production Engineering, Maintenance, and Process Excellence departments during factory set-up, production ramp-up, new product launches, and continuous improvement activities. • Oversaw a team of 39 employees and managed a budget of $1.8M. • Led the Policy Deployment process (Hoshin Kanri) for the functional site management team, defining site, facility, and department-level objectives, KPI's, and action plans. This led to an early and successful production ramp-up exceeding corporate targets by 2 months. • Improved crucial supplier relationship by revamping (via simplified Pull/Kanban) business processes, aligning process capabilities, and streamlining material flow. This resulted in zero material stock-outs (45% improvement) and attaining 100% OTD. • Implemented Total Productive Maintenance (TPM) reducing unwanted downtime and increasing production output during factory ramp-up. The key benefit of this initiative was the creation of a collaborative work environment between operations and maintenance teams that facilitated standard establishment for equipment new to blade manufacturing. -
Senior Production Manager (Temporary)Vestas Oct 2012 - Dec 2012Aarhus, DkWhile concurrently holding the Senior Manager Technical Support position, I took on a temporary role and managed seven cellular production units across two departments responsible for producing subcomponents for blade manufacturing. During my time in this role, I accomplished the following: • Trained and empowered supervisors to own and enforce takt planning and production control methodology, which helped to eliminate bottlenecks and achieve 100% of production requirements. • Conducted staff training and implemented resource line balancing, which resulted in a 15% increase in operator utilization and efficiency. • Established KPI reporting and goals within Daily Management processes to track operator utilization and efficiency, leading to a 30% reduction in overtime. • Reduced Work in Progress (WIP) through single piece flow and Kanban, delivering on takt plan and decreasing inventory value by $300k.
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Manager Of Process ExcellenceVestas Jun 2011 - Aug 2012Aarhus, DkEstablished a collaborative culture of change aimed at creating a constructive work atmosphere for staff members of a greenfield manufacturing site, all the while introducing LEAN Six Sigma philosophies, techniques, and tools to optimize new manufacturing technologies and procedures. Provided coaching, instruction, progress opportunities, and direction on LEAN Six Sigma to guarantee that everyone had the ability to consistently support and carry out process changes. • Introduced Daily Management and executed Gemba walks throughout all departments that significantly improved safety, quality, delivery, costs, inventory, and people (SQDCIP) performance, while achieving operational control for a workforce that had little to no prior experience in manufacturing. • Implemented Point Of Use (POU) Kanban coupled to 5S throughout the factory, resulting in savings of more than $250k in consumable costs. • I provided customized LEAN training to a workforce without a manufacturing background, with a strong focus on operations. The training covered a range of LEAN tools and methodologies, including Value Stream Mapping (VSM), Waste Analysis, Takt Planning, 5S, Kaizen, Poka-yoke, Kanban, TPM, Problem Solving, Root Cause Analysis, 8D, and 5Why's. As a result of the training, the workforce was able to achieve early production by 2 months, demonstrating the effectiveness of our tailored approach to LEAN training.
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Owner And President / Director Of Process ImprovementCpi-Consulting, Inc. Jun 2006 - Dec 2011Denver, Colorado, UsLEAN Six Sigma Consultant - "Delivering Multi-Million Dollar Benefits to Clients Across Manufacturing, Healthcare, and Small Business Sectors"As a seasoned professional, I have directed a range of services including Leadership, Team Development, Project Management, LEAN Enterprise Deployment, and LEAN Six Sigma Training to fulfill the specific requirements of each client. I have achieved significant quality improvements, cost savings, and increased capacity worth over $6M for clients in various sectors such as manufacturing, healthcare, and small business. My ability to tailor project execution to meet the unique needs of each client has been instrumental in driving successful outcomes and earning their trust. • Designed and implemented a custom Kaizen program for global glass container manufacturer (St. Gobain) focusing on reducing quality defects and optimizing product change overs (SMED), resulting in 20% productivity increase across multiple locations. • Managed strategic planning and LEAN program development with C-level executives for a pulp and paper equipment manufacturing company (Aikawa Fiber Technologies). Conducted multiple kaizen events (focused on VSM, Kanban, Standard Work, FMEA, Root Cause Analysis) across two global manufacturing units and central engineering, resulting in $1.5M in operational cost savings and capacity expansion. • Deployed a LEAN Program (including training and project management) and instilled a cultural of continuous improvement within a healthcare organization (Northern Health Authority) covering 12 locations and 16 departments that delivered $2.5M in benefits in the first year. • Enhanced employee engagement and transformed cultures across all clients by providing targeted training (for Executive, White, Green, and Black Belts) alongside effective project coaching and mentoring that integrated continuous improvement into daily work activities.
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Adjunct Faculty - Program Director - Lean For HealthcareUniversity Of Denver - Daniels College Of Business Sep 2007 - Jun 2009Denver, Colorado, UsI coordinated the development of a healthcare-focused LEAN Green Belt and Black Belt program based on market demand. Collaborated with faculty and a third-party vendor to design course materials, establish a mentoring program, and develop both online and in-person classroom delivery formats. The comprehensive curriculum was designed to combine LEAN principles with training on leadership, change management, high-performance teams, innovation, and project management. -
Senior Lean Transformation Manager - Business DevelopmentLeading Edge Group Oct 2007 - May 2009Cobh, Cork, IeProvided consulting services to develop and implement specialized LEAN Six Sigma (LSS) programs for clients. • Managed client development and program delivery and developed customized training to meet specific client requirements. • Conducted a LEAN Enterprise Evaluation program for a healthcare client to compare different continuous improvement programs. • Implemented and developed continuous improvement roadmaps and project queues coupled to a selection processes that ensures candidates learned key skills on ties efforts back to needed business value. • Provided Green Belt and Black Belt certification review services for clients as part of an online training program. • Led LEAN projects within a healthcare organization, with Green Belts serving as co-project managers to aid in their tool usage development, project management, and leadership skills. • Deployed a LEAN Enterprise Solution with executive management of a manufacturing client. • Established a 'Senior LEAN Council' to sustain a LEAN implementation, including appropriate metrics/KPIs and communication processes. -
Group Environmental Manager / LssmbbJohns Manville 2003 - 2006Denver, Co, UsFiberglass ManufacturingI was responsible for developing, implementing, and ensuring the sustainability of a comprehensive environmental compliance program across two manufacturing divisions. The program covered multiple areas, including point and fugitive air quality, emission inventories, NSR/PSD, Title V, NESHAP, Minor Source Permitting, SWPPP, NPDES, RCRA, SPCC, and SARA. Additionally: • Identified strategic opportunities on capital projects within a restrictive air quality regulatory framework. • Analyzed, developed, and executed plans to drive capacity expansion and reduce time to operations, resulting in higher income from operations. • Created cross-functional teams consisting of plant and corporate engineering, external consultants, local, state, and federal authorities, resulting in fast-tracked air quality permit approvals. • Negotiated terms and conditions with Ohio EPA for complex Title V permits, enabling operational flexibility and reduced compliance risk for the facility. • Developed and delivered a corporate environmental training and best practice transfer program across all company divisions. • Managed and developed facility environmental professionals (dotted line accountability). • Executed a Six Sigma DOE-based air pollution control evaluation project for a major capital project, resulting in cost avoidance for new abatement equipment. • Established reporting and compliance tools for management to understand their risk position. • Developed strategies to minimize risk for current and future environmental requirements while driving continuous improvement in underlying production processes for quality, costs, and capacity. • Directed a 'Voice of the Customer' (VOC) project utilizing Design For Six Sigma (DFSS), determining the compliance perception and requirements of internal and external stakeholders, and adjusted the corporate position statement and communicated to the organization, gaining alignment. -
Division Lean Six Sigma Black BeltJohns Manville 2002 - 2003Denver, Co, UsAs a key member of a Black Belt team, I was entrusted with the management and implementation of a LEAN Six Sigma Program across two manufacturing divisions. My primary responsibilities included building a division roadmap, coordinating project selection, budgeting, tracking progress, and developing and reporting metric/KPIs to management. In addition, I played a critical role in providing training, coaching, and mentoring to Green and Black Belts on LEAN and Six Sigma projects ranging from charter development to control plan management. Thanks to my expertise, the program was executed with great success, achieving significant improvements (>$2.5M) in process capacity, quality defect reduction, and cost savings. • Avoided $420K in production costs related to safety, ergonomics, and scrap reduction through optimized material flow, line balancing, 5S, and waste elimination projects at a manufacturing complex. • Led multi-site set-up reduction (SMED) Kaizens transferring standardized best practices, resulting in $500K in costs, quality, and capacity benefits. • Developed and implemented a project tracking process that measured both the "hard" and "soft" benefits of projects, enabling management to focus on critical business activities. • Conducted "Attacking Costs Workshops" at locations to establish a GB/BB project queue aligned with strategic division business goals for cost reductions. • Delivered training at all levels of the organization and coached GB/BB on how to manage projects in a 24x7 production environment while balancing people constraints to deliver results. • Created a "Kaizen Workbook" which became the standard for use by Kaizen facilitators.
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Complex Environmental SpecialistsJohns Manville 2000 - 2003Denver, Co, UsAs the leader of environmental compliance activities for a complex comprising of three manufacturing locations, I managed compliance with various criteria air pollutants and hazardous waste regulations. • Managed a major federal air quality permitting process (PSD) for a 10MM+lbs./year production increase. This involved identifying production parameters, air pollution control requirements, emissions offsets, developing permit applications, and finalizing permit terms and conditions to meet stringent state and federal regulatory requirements. • Established and led a cross-functional team consisting of company, Ohio EPA, and USEPA personnel to deliver permitting projects in record time and within budget and timing expectations of management. • Negotiated multiple USEPA Title V air permits, maximizing operational flexibility. • Managed production continuous improvement activities, focusing on reducing the environmental impact to prepare for future tighter emission restrictions. • Procured and managed consultants for emissions testing, minor/major source permitting, and air pollution control device evaluations. • Conducted a pilot program to evaluate process settings to demonstrate compliance with National Emissions Standards for Hazardous Air Pollutants regulations (formaldehyde and metals) for a pipe manufacturing line.
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Permit Support Specialist - Defiance ComplexJohns Manville 1999 - 2000Denver, Co, UsAs the leader in charge of permitting, I oversaw the air quality permitting and regulatory compliance for three manufacturing locations that were significant sources of various criteria air pollutants. • Reviewed and updated multiple Title V air permits and provided guidance on air permitting activities for other manufacturing locations within the company. • Identified non-permitted sources, assessed their regulatory applicability, and obtained necessary permits with terms and conditions that provided maximum operational flexibility. • Established and maintained a strong working relationship with the Ohio Environmental Protection Agency (OEPA) and the U.S. Environmental Protection Agency (USEPA). • Identified new point source test methods, analyzed data, made improvements, and determined their suitability for sampling various fiberglass manufacturing processes for internal use and to demonstrate compliance with regulatory requirements.
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Environmental Specialists / Environmental TechnologistJohns Manville 1992 - 1999Denver, Co, UsAs a member of the corporate air quality group, my main responsibility was to measure ambient and point source emissions from manufacturing processes for internal and external compliance purposes. Additionally, I was responsible for developing air quality permits, conducting emission inventories, performing audits, and researching new production processes to ensure ongoing compliance with local, state, and federal regulatory requirements. • Conducted various sampling projects for USEPA and custom sources to measure PM/PM2.5/PM10/TPM, VOC, HAPS, and other pollutants. • Defined project scope, requested proposals, selected contractors, and ensured delivery of emission testing and permitting projects. • Managed emissions testing projects at various manufacturing facilities across the U.S. and internationally. • Conducted audits on "Safety Management Rating" and "Environmental" programs, identified deficiencies, and made recommendations for improvements.
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Process Technician / Laboratory Technician / Laboratory AssistantJohns Manville 1988 - 1992Denver, Co, UsTeam member of an R&D and Commercialization group that developed products for fiberglass reinforced thermoplastic and thermal setting composites. Conducted experimental trials based upon DOE, analyzed data, optimized product and process settings, and provided customer support. • Conducted experimental trials evaluating new chemical sizing's and binders • Analyzed data and optimized settings to maximize product quality and first pass yield • Coordinated customer evaluation production runs with operations to meet delivery needs • Provided technical support to customers on multi-end roving products • Implemented new quality test methods into the production environment
Don Clark, Mba Skills
Lean Manufacturing
Process Improvement
Program Management
Strategy
Manufacturing
Cross Functional Team Leadership
Project Management
Continuous Improvement
Business Development
Business Strategy
Six Sigma
Operations Management
Leadership
Management
Change Management
Process Engineering
Value Stream Mapping
Strategic Planning
Kaizen
Consulting
Analysis
Budgeting
Business Process Improvement
Budgets
Lean Six Sigma
Coaching
Operational Excellence
Training
Facilitation
Active Listener
Integrity
Patience
Mentoring/coaching
High Performance Teams
Finance
Negotiation
Someone Who Gets It
Team First
Contrator Management
Flexibility
Personal Energy
Growth Mindset
Persistence
Manage Upwards
5s
Product Development
Operations
Energy
Values Continuing Education
Don Clark, Mba Education Details
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University Of Denver - Daniels College Of BusinessExecutive Mba -
The University Of FindlayManagement
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The University Of ToledoPharmacy
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The George GroupContinuous Improvement
Frequently Asked Questions about Don Clark, Mba
What company does Don Clark, Mba work for?
Don Clark, Mba works for Gravitas Coaching Group
What is Don Clark, Mba's role at the current company?
Don Clark, Mba's current role is Founder.
What is Don Clark, Mba's email address?
Don Clark, Mba's email address is do****@****cts.com
What schools did Don Clark, Mba attend?
Don Clark, Mba attended University Of Denver - Daniels College Of Business, The University Of Findlay, The University Of Toledo, The George Group.
What are some of Don Clark, Mba's interests?
Don Clark, Mba has interest in Children, Environment, Education, Science And Technology, Animal Welfare, Health.
What skills is Don Clark, Mba known for?
Don Clark, Mba has skills like Lean Manufacturing, Process Improvement, Program Management, Strategy, Manufacturing, Cross Functional Team Leadership, Project Management, Continuous Improvement, Business Development, Business Strategy, Six Sigma, Operations Management.
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