Harry Schroeder -Lss, Mbb, Cx/Ci, Qms, Iso, Asq, Gmp Email & Phone Number

Remote

• Established CIBO (Continuous Improvement Business Office) for global operations. Orientation through Evaluation
• Created and provided standardized training, documentation, tools improving operational Excellence
• Established Quality management system for consultative service team
• Applied Theory of Constraint program management philosophy actively addressing underperforming programs

Greater Atlanta Area

• Established new client operations team enhancing global retail client's onboarding experience.
• Maximized resources by implementing revenue capture and reconciliation strategies across all entitled equipment, hardware (HW), and software (SW) services.
• Strengthened rework and touchpoints across manufacturing, test, repair, SW / HW engineering, product, services, professional services, field support and sales, improving net promotor score (NPS)
• Decreased onboarding cycle time, creating onboarding playbooks and readiness reviews requirements.
• Managed 3 global teams reconciling $218M of revenue annually across 4.6K clients, improving outlook accuracy to 99.7% across time and material, asset entitlement, and SW maintenance

Greater Atlanta Area

• Drove profitability by executing strategic plans, portfolio management, organizational design, workforce management and operational excellence, yielding $9.2M cost reductions plus $37.5M revenue identification.
• Implemented performance management system and requirements for call center resulting in 10% productivity lift.
• Supported and mentored team, improving customer prospecting and retention and identifying ~ 30K net new outlets at ~ $2.5K per outlet

Areas of Support:
• Customer Care Centers
• Industry and consumer affairs
• Inside sales
• Customer development
• Product order management
• Remote repair ( Phone Fix )
• Equipment service support
• Voice of Customer
• Operational excellence training ( GB,BB,PMCS, DFSS )

Duluth, Ga

• Facilitated annual Hoshin planning, aligning resources, conducting capacity planning, and achieving $179M cost savings over 3 years for services division.
• Led defect elimination initiative across manufacturing, repair, and field operations, reducing defects across top 100 parts in system and 166K calls per year.
• Developed first standard offer for professional services healthcare operation, lessening onboarding time 75% and delivering first profitable quarter leveraging SAFe approach.
• Increased span of control in back-office functions 25%, removing 3 layers of leadership between front line and Regional VP and improving customer-facing ratio from 79% to 92% by streamlining roles.

Areas of Support:
• Engineering
• Field service repair and installation
• Call Center Support
• Capacity planning and management
• Manufacturing
• Supply chain/parts procurement
• Professional services - Healthcare solutions
• Customer experience
• Human resources
• Global CI Training

• Implemented Six Sigma and risk management disciplines to enhance operational productivity, customer satisfaction, and risk profile, achieving $77M cost reduction through improved operational efficiency.
• Established centralized risk management organization, ensuring proactive risk management across global processes with 2nd and 3rd lines of defense.
• Created risk and safety scorecard tracking inherent, current strength of controls and residual risk across people, process, systems, external events, and compliance measures.
• Mitigated merchant card services data entry time by 75% while increasing rolled throughput yield by 10%.

Areas of support:
• Global Banking Securities
• Global Treasury Management Operations
• Account analysis
• Specialty government and IRS Lock box
• Bank notes
• Merchant Card Services
• Process engineering
• Human resources
• Risk management

Component Maintenance

• Attained $141.8M reductions / revenue improvements by deploying Lean on service visits, repair, overhaul, and small parts manufacturing, employing total productive maintenance, 5’s, mistake-proofing, set-up reduction, visual workplace, standard work, TOC, and establishing MRP system in ISO and non-ISO component shops.
• Served as Lead CI instructor (GB, BB, and MBB), training 170+ with highest evaluation scores and certification rate in technical operations leveraging Six Sigma, LEAN, and TOC methodologies.
• Managed parts quality control of international fleet, leveraging good manufacturing practices (GMP), decreasing maintenance carry-over by 25%.

Areas of Support
• Repair and Overhaul
• Component Maintenance
• Operational Control Center
• In-flight Service
• Quality Control
• Lean and Six Sigma Training

**** Air frame and Power plant Licence

Bachelor’S Degree, Professional Aeronautics

Lean Workshops; Lean Enterprise Systems Design, Lean Process Flow

Associate Of Science - As, Aerospace, Aeronautical And Astronautical Engineering

Airframe and Powerplant License