Assessed organization considering vision and current strategy of operations, culture & leadership, current process & performance, workforce skills & capabilities, Resources for implementation, and current business metrics.Created a customized strategy (Hoshin) for Lean-Quality deployment using 5 process improvement practices. Defined and communicated to the executive team a systematic deployment of catch ball activities starting from strategy, integration, and tactical levels. Communicate with multiple teams to create action plans, metrics, daily activities, process engineering, and culture change to keep alignment of goals and metric objectives.

Designed, strategized, and led a new improvement program initiative: Strategic Execution Analysis & Lean (SEAL team), based primarily on business process efficiency and reliability. Emphasize voice of the customer to identify the business value size of workstreams to improve operating margin and return on capital within JP Morgan Chase CCB. Led 25 SEAL missions-coaching managing directors in cost avoidance, hard and soft savings to leverage budget strategy with improvement deployment.Own Steering Committee meetings with Sponsors, Core Teams as well as support teams, and exhaustive brainstorming engagements to define root causes and possible solutions. Realization of $22.2M hard savings.Engaged Regulatory Operations Life-Events program within 5 key businesses utilizing Enterprise Business Process Mapping. Generated an Enterprise reliability map and an ecosystem matrix to quantify IT systems used throughout operations. Engaged business leaders to review reliability (risk) measured at the Enterprise level. $7.9M reliability risk identified.Led credit card improvement deployments in Coppell, TX, Westerville, OH, and Denver, CO; application of standard Value Stream Mapping. Developed project plans for improvement to ensure continuity and accountability. Led engineering studies for vendor (supplier) capability. Realized $5M savings opportunity in yield deficiencies to hit P&L. Reduction of inventory from 6 Months to 4 Months.Strategic improvement deployment for Merchant Services enterprise; use of high-level RACI to align 8 businesses, performed gap analysis emphasizing complete & accurate metrics, process complexity, and quality opportunities. Identification of $54.8M daily risk presented to the executive team.

Smith & Nephew, Inc., Advance Wound Bioactives (AWB) – Fort Worth, TX 2013-2017Global Continuous Improvement ManagerLed full integration of AWB corporate division along with senior business partners incorporating AWB strategy with the alignment of functional processes as part of the overall business capabilities. Established high-level KPI’s with agreed P&L goals to create improvements in Delivery (85%), Cost (E&O-$3MM), and Quality (30%).Designed-implemented RACI approach. Directed meetings with financial partners to address Franchise cost reduction ($2MM), label, collagen cutting ($500K), inventory retains ($120K), R&D, etc. Recipient of Going the Extra Mile award.Headed visual management program for division and franchise organizations. Led Curacao franchise business improvement, cost ($130K) and delivery adherence (98%).Smith & Nephew, Inc., Advance Wound Devices (AWD) –Saint Petersburg, FL Global Continuous Improvement ManagerCreated, strategized and directed a holistic Lean Improvement program for medical device organization; enterprise operations flow down (Hoshin Kanri) from Strategy Deployment Process matrix to Staff Team Improvement Boards. Managed daily activities for project execution, change management, team development, management audit scheduling. Recipient of AWM-Notable Outstanding Leadership Award.Steered and directed improvement operations with supplier plants in Mexico, Costa Rica, Central US, United Kingdom, India, and Ireland. Managed cadence for progress updates with senior executives to improve capacity 35%-45%, reduce cost $2MM, and reduction of lead time from 8 weeks to 5weeks.Directed Rolled Throughput Yield program with supplier plants. Improvements of 50% to 80% in overall RTY, Cpk, as well as reduction of cost of quality by 30%Owned Daily Management Boards and Value Stream Tracking Centers on-site and with supplier plants to capture daily, weekly and monthly improvements in Quality, Cost, Delivery and Inventory

Deployed Lean Six Sigma implementation for a 250 employee’s plant; developed high level strategy and process level tactical projects impacting the Quote to Ship process to meet the daily, Monthly, Quarterly and Annual metrics. Led high level and detail level Plant Layout projects for 21 cells, improve Flow by 50%, reduce space by 40% and material delivery management by 100%.Led and developed a new standardized Material Handling System covering more than 40,000 part numbers to drive reduction of parts damaging, late deliveries to cells and reduce cost of rework. Reduction of more than 50% in parts damage throughout the plant.Deployment of Team Improvement Boards to generate Monthly Pareto’s, problem solving and standard work execution. Created four Value Stream Tracking Centers, scheduled and managed team meetings, metrics and audits for a reduction in manufacturing Lead Time by at least 30% in 6 Months.Communication and deployment of a Division 5 Phased Model Plant Roadmap to all employees including manufacturing and non-manufacturing organizations. Managed High Level Plans with Team Leaders across the entire Site removing roadblocks-facilitating training and alignment to become a center of excellence for FSD.Developed, scheduled and launched in-plant and inter-division 10 Steps Problem Solving training, STD Work, Kamishibai boards and TPM for Staff, Team Leaders and Champions. Developed high level project timelines for champions to follow up and track projects with team leaders.Own-support manufacturing and enterprise to drive execution of Quality, Cost and Delivery projects using continuous improvement techniques.Communicate Parker Lean System vision to all employees including management standard work; strategic and tactical deployment of a 5 phased Model Plant roadmap across the entire Site to become a center of excellence.Develop training and launch 10 Steps Problem Solving, STD Work and TPM for Engineers, Leads and Champions.

NIST - US Department of Commerce Network. Provide services as a Business Improvement practitioner with multiple organizations, delivered operational transformations with P&L analysis for service and manufacturing. Lead Value Stream Mapping and Kaizen workshops.Florida International University Lean-Six Sigma Faculty part time Instructor. Teach green belt-black belt certification program from start to graduation. Student certification produced projected saving of over 2MM in 13 weeks of instruction.Managed Business process improvements projects from initial assessment to final savings report to NIST survey.Deployed integrative Value Stream Mapping, Business Process Mapping and Kaizen events, managed project resources to accomplish goals. Designed and delivered program to help clients recognize the Cost of Poor Quality (COPQ).Increased on-time delivery up to 95% through pull systems projects (Kanban, Heijunka, FIFO), visual management, single piece flow and TPM concepts. Delivered more than 6,000 hrs of Lean Six Sigma tactical deployment and training with various Industries. Led employees and management to overcome adversity and help recognize opportunities for finding “waste” in manufacturing and services.Improved plant gross margins, institute Rolled Throughput Yield (RTY) programs, improve space utilization through Plant Layout, and cycle time reduction through STD Work from 15% to 75% on average.

Engineering design of tooling and electromechanical machinery for medical devices and surgical products, Solid Edge software, implementation of FMEA, Poka-Yoke, Design for Manufacturing (DFM) and problem solving techniques.Design electrical, pneumatic schematics for load-load machinery, documentation of PLC programming and design of electrical enclosures for standardization. Application of RFID technology.Six Sigma lead engineer, pilot tested and put into practice a department wide six sigma black belt program including the incorporation of Design for Six Sigma, perform capability studies to validate current operations, FDA Safety, identify variances, created savings of more than $250K based on the Cost of Poor Quality, present executive reports to Corporate.RESULTS:1. Steam Cleaners project. Led and managed design-manufacturing projects for 12 machines, each machine having more than 1500 components, apply DFM techniques, Gage R&R. Reduced number of machine components by 45%, generating savings of over $50K within 6 months.2. Tooth Set project. Led six sigma project,for the initialization, design, manufacturing, testing and first article report of 60 different types of surgical blades. Reduced part complexity by 50%, improved stamping machines to consistently output a 1.6 CPK. Use of DFSS, C&E, DFMEA, DOE, and control techniques. Savings of $150K in 3 months at project close out.3. Surgical Tube Flaring project. Flaring tube process had an output of < 3 Sigma capability and a rework rate of 30%. Cost of rework $40K. Led project team to create a robust process with an output of less than 10PPM defective.

Responsible for engineering & tooling within 40,000sq ft facility. Managed business strategy scope and manufacturing to transform company into a Lean organization. Participate in P&L reviews, cost reduction, goal attainment, staffing and supply chain management. Design of complicated tooling and electromechanical machines including hi-speed progressive dies, prototypes and automation projects. Application of project management techniques such as: time-phased project timeline, resource allocation, control and financial reports, procurement and contracts, communication and negotiation as well as project closing. Application of SPC, SMEDS, DFSS, DFMEAs and mistake proofing to reduce 40% in Lead Time.RESULTS:1. Inshalla program. Process wasted $100K/year in scrap. Designed an automated machine, managed program, project and procedures, procurement, testing. Increase output to a 1.33 CPK and reduce defects by 98%.2. Hancock Automation project. Led designers and tool engineers to design an automated machine that will blank, form, insert and rivet in one operation reducing 95% of manual inspections. Savings of 100K /year.3. Hi-Stat Improvement project. Process CPK was < 1.0 and COPQ of $100K/year. Led manufacturing of new machine with an investment of $75K and a timeline of 12 weeks, project was 100% on OTD, 100% FAR.