Hein Temmink Email & Phone Number

Redwood City, California, United States

Lead and deliver transformational, large scale, cross-functional and complex improvement projects. Assess and determine the appropriate methodology, tools, and techniques to effectively implement and sustain improvements. Including change/resistance management techniques and plansLead and coach the Process Improvement team members (5) to ensure consistent, accurate and complete analysis and deliverableBuild relationships with executive business partners and sponsors to foster a culture of continuous improvement across the enterprise

Redwood City, California, United States

Managed 2 operational teams (Schedule Maintenance and Front Office Operations). Delivered analytical assistance to operational leaders to assist in meeting operational goals. Process Improvement Consultant assisting Redwood City medical facility through organizational change. (Value Stream mapping, Rapid Improvement Events, Daily Management Systems etc.)

Extensive International Travel - Livelong dream fulfillment

Pasadena, Oakland And Portland

Pay Operations (Accounts Payable $20.9 Bn. in annual trade vendor disbursements and Travel & Expense Operations $200 MM. in card spend) lead for system implementations, process improvement activities, organizational development & effectiveness and integrating acquisitions into shared services portfolio. Chief of Staff for Pay Operations of the shared-services division. Provided leadership in the resolution of strategic and sensitive issues, projects of national and/or cross-functional scope, involving multiple stakeholders in a labor environment (147 represented, 61 non-represented employees and management team of 18). Attended Virgin Mason Advanced Lean training and re-certified in AIM.* Established a vision and five core foundational operational pillars to guide and lead operational teams through significant change. Facilitated the development of yearly goals and objectives for the team “bottom up”, resulting in a cascading waterfall of SMART goals, creating organizational alignment.* Implemented electronic systems to enhance supplier and customer enablement such as automated call distribution, optical character recognition, eHub, eSettlements, etc.* Led operational metric improvements through process reengineering. Developed and implemented A3 reports and thinking for all Pay Ops teams. From 2013 through 2017 Pay Operations paid within terms increased from 69% to 92%, discount taken increased from $13 MM. to $20 MM. In addition, improved FPY for manual invoices from 85% to 95%.* Established an organizational effectiveness and development program to ensure the right people are in the right position. Aids were created to enhance the skills and behaviors of the management team that aligned with the vision and the 5 foundational pillars. This included individual and team scorecards, talent acquisition practices and development trainings. Resulting in 12% program baseline improvement over 4 years.

Pasadena

Responsible for managing process improvement projects and organizational development/effectiveness initiatives for Financial Services Operations (budget $300 MM.). Provided consultative support and direction in the resolution of strategic and sensitive issues, projects of national and/or cross-functional scope, involving multiple stakeholders in a labor/non-labor environment. Completed AIM training and Lean training.* Facilitated Kaizen and process improvement sessions through KP Shared Services division. Improved cost performance through process standardization and quality improvement programs. e.g. NPS Garnishment Processing - Reduced total processing steps by 25% - Reduced total processing time by 45% - Reduced operating cost by $664,620 annually* Facilitated strategy definition sessions and aligned organizational capabilities with organizational strategy by conducting HR resource assessments including benchmarking and the development of individual development programs.* Built and conducted Business Process Improvement Training to all employees in Payables division. (equivalent to Yellow Belt training) Achieved a course evaluation/satisfaction rating of 4.76 (out of possible 5.0)* Established relationships and communication channels to resolve issues and bolster productivity in both a labor and non-labor environment. e.g. Built and led cross functional, multi-disciplinary team in Buy to Pay organization in support of transition from mainframe procurement system to PeopleSoft. Defect generation reduced by 36%, process defect backlog was reduced by 53%.

Pasadena

Responsible for managing the Enterprise wide (120K US based employees) implementation of IBM’s Global Expense Reimbursement Solution as well as ensuring compliance to policy/procedure and regulatory requirements. Completed Six Sigma Green and Black Belt training.* Led companywide organizational change through relationship building and training framework to achieve results (trained 13K employees in 4 weeks).* Managed client issues and managed risks by deploying framework for identifying issues, maintaining scope and an accelerated project delivery (6 months vs a traditional 15 month).* Developed system design in collaboration with stakeholders (e.g. Executive Leadership, Internal Audit, General Accounting and the Controller’s office) to ensure reported expenses were appropriately posted from sub-ledger system to the general ledger system and in compliance with the IRS, SOX and company policies and guidelines.

Pasadena

Responsible for managing quality/process for 2nd tier Customer Service Help Desk and Corporate Card processing (12K cardholders and 120K out of pocket submitters), improvement projects, operational standardization/excellence and technology enablement projects across Travel & Expense Operation.* Ensured operational alignment around business objectives by developing and managing metrics driven dashboards that enabled the elimination of non-value-added activities, while improving productivity and increasing value to customers.* Established a high-performance work team by empowerment of frontline staff and achieved 97% Customer Satisfaction Excellence (2 consecutive years).* Extended alignment with business objectives through the development & monitoring of strong internal controls to ensure operational SOX compliance* Developed and implemented web based corporate card training module driving policy compliance and reduced corporate credit card issuance turnaround time from 10 days to 4 days* Partnered with 1st tier KP National Helpdesk and increased 1st level resolution rate from 28% to 79% in 6 months.

Pasadena

Responsible for coaching the Travel & Expense Operations team through the transition from a manual paper process to an electronic system (Concur). In addition, ensured strong internal controls and billing process as well the integrity of expense data.* Established goals and objectives specifically focused on operational stability, financial controls, customer service and the integrity of expense data* Provided mentorship and coaching to team of 10 members to ensure acceptance and operationalization of significant organizational and operational change. (from paper to electronic)* Extended alignment with business objectives through the elimination of reportable conditions and implementation of strong internal controls. (SOX)