Provide senior level leadership to develop a strategic plan, conduct an organizational assessment and establish a Program Management Office for the Acquisition Enterprise to meet the DLA Director’s Big Ideas.

Provide Lean Six Sigma expertise to US Army General Officer level leadership in the deployment of organization-wide program to align strategic supply chain vision to efficient operations.Key Contributions:•Provided executive level Lean Six Sigma Greenbelt training to organizations Senior Leadership Team.•Implemented policy deployment to mentor 31% of the Sustainment Command personnel.•Facilitated the identification and development of enterprise level projects to ensure optimal efficiency and increased throughput. Cost avoidance of over $600 million.

Led the Logistics Directorate for the Joint Logistics Integration Mine Resistant Ambush Protected (MRAP) program consisting of over 80 employees and inventory value of $93 million. Key Contributions: Executed, led, and synchronized logistics operations for the Joint Logistics Integration MRAP Program Kuwait which has an area of responsibility that includes property accountability of over $8 million of equipment, Turn In-Receiving-Issuing-Point operations and multiple class supply section serving over 71,000 customers annually. Partner with various Original Equipment Manufacturers (OEMs) on critical mission execution strategies in order to ensure a seamless supply chain flow throughout process and reduced financial position by $42 million. Served as resident Lean Six Sigma Master Blackbelt for strategic planning, project identification/completion and employee mentoring.

Led the implementation of process improvement activities to maximize efficiencies, quality, product flow and obtain International Standards Organization (ISO) 9001:2008 certification for The Mine Resistant Ambush Protected Vehicle program for the Joint Logistics Integration (JLI) Maintenance Sustainment Facility. Key Contributions: Managed all aspects of the Quality Management System’s responsibilities for the Maintenance Directorate to include Corrective and Preventive Actions, continuous improvement initiatives and the development of quality systems documentation. Developed internal performance metrics to optimize the MRAP Supply Chain. Performance directly contributed to the Maintenance Directorate’s successful ISO 9001-2008 certification with zero non-conformances. Initiated and conducted strategic planning; analyzed Supply Chain processes and advised senior leadership on strategic projects to achieve operational and logistic goals. Took proactive actions to positive changes within Supply Chain processes, eliminating waste and streamlining workflow. Recognized for tenacity and effective action in identifying and overcoming obstacles impeding processes and mission success across various functions within supply chain. Ensured Maintenance Directorate, to include Maintenance Operation Shop Stock (MOSS), support strategies meet program goals for operational effectiveness and readiness

Spearhead implementation of Lean Manufacturing and Six Sigma methodologies across production, supply chain and logistical functions for manufacturing company with 600+ employees and 10 locations across the U.S. and Canada; draw upon influential leadership skills to train employees and promote continuous improvement culture. Use variety of Microsoft tools and statistical software to track implementation and deliver briefings and reports on program’s ROI (Return on Investment) to executive management and staff. Key Contributions: Developed company’s Lean Six Sigma Greenbelt training program, and mentored 20 candidates that successfully earned certification. Played instrumental role in plant and logistic strategic planning; analyzed entire supply chain and advised senior leadership on strategic projects to achieve operational goals. Effective change agent; worked across entire enterprise to lead events that promoted voice of the customer and utilized Define, Measure, Analyse, Improve and Control (DMAIC) process to identify and eliminate waste across various supply chain functions within the corporation to result in time and money savings.

Key Contributions: Developed logistics and distribution systems to expedite supplies for deploying personnel in Operation Desert Storm, Restore Hope, Uphold Democracy and Enduring Freedom. Selected above peers to lead Movement Control Teams for 330th Movement Control Center, 18th Airborne Corps. Integrated within supply chain to sure that logistical support ran smoothly and took proactive steps to mediate any inconsistencies not in line with mission success. 1990 Soldier of the Year for Military Traffic Management Command. Extensive experience in Sea Port operations, Arrival/Departure Airfield Control Group (A/DACG) and Highway movements.

Leveraged Lean manufacturing and Six Sigma methodologies to identify waste, and championed Kaizen events to replace them with sustainable solutions. Led baseline events across all Supply Chain functions to increase capacity and improve customer satisfaction. Key Contributions: Drove efforts that generated $1.5M cost reduction and $1.1M cash flow improvement in 2005; achieved 30% production capacity increase, with $500K reduction in conversion cost and 8% increase in gross profit. Identified seven strategic projects that set direction of 2006 annual Supply Chain improvement plan. Exceeded goal of 60% employee involvement in continuous improvement events, setting new standard of 75%. Successfully trained 26% of employees in Kaizen facilitation despite lack of program metrics; 42% of those earned certification to conduct continuous improvement events

Strengthened relationships in the supply chain from customer service to logistics, improving efficiency of asset resource deployments and providing greater value to customers. Maintained raw material Kanban system; coordinated with purchasing to reduce inventory by 9% while ensuring raw material quantities remained sufficient to meet customer demand. Key Contributions: Evaluated and implemented Lean Six-Sigma productivity opportunities to meet Supply Chain demand while reducing weekly production days (from 6 to 3.5), inventory (by $200K), unproductive man-hours (4,890), and overtime wages (by $93K). Led traffic team that slashed average number of late monthly shipments by 800% (from 64 to 8). Developed and implemented new workflow process that completely eliminated late shipments of relabeled products.

Key Contributions: Consistently met OSHA (Occupational Safety & Health Administration) requirements. Training success demonstrated through 62% improvement in lost time accident rating.