-Performed an end-to-end consultative supply chain assessment for a small Northeast Cancer Center -Reduced on-hand inventory by more than $715K, identified a 74% reduction in total preference card combinations, and discovered 15+ critical data and system gaps as barriers to perpetual inventory system implementation goals -Recommended industry leading supply chain management workflows, organizational structures, metrics, and technologies to support the hospital’s lean transformation -Effectively managed all deliverables, resources, and timelines within Mission Control, a Salesforce application -Led a cross-functional team through a large-scale Kanban and RFID technology implementation for a Level 1 Trauma Center -Optimized supply chain management practices, inventory levels, and layouts for 20+ supply storage areas-Improved customer experience by implementing clinically integrated supply chain solutions and analytics capabilities

-Led a Lean Six Sigma Black Belt project to improve the Cardinal Health retail business model for a single customer, with approximately $492K in annual type I savings and a penalty rate reduction of 47%-Created a Lean Management System (LMS) for the Medical North American Supply Chain network for all operational functions -As a workstream owner, I drove cross-functional collaboration to standardize metrics across all levels

-Developed a project plan used to stand up a 1.1M square foot distribution center, by collaborating with and aligning 10+ cross-functional stakeholder teams -Monitored project performance through status updates to meet business critical deadlines and manage key risks-Created and implemented a centralized governance process to support strategic lease planning for Cardinal Health’s global Medical real estate portfolio -Equipped senior leaders with data driven analyses and recommendations to make optimal network decisions

-Served as a kaizen event leader to help standardize and deploy one consolidated critical code report across new and existing business units; improvements led to a 50% reduction in weekly labor hours, resulting in $750K in type II savings -Worked with business partners to identify performance gaps and develop strategies for future success through Cardinal Health’s Lean operating model and cross-functional collaboration-Received MoreSteam Lean Six Sigma Black Belt Certification

-Managed inbound, outbound and inventory operations for CVS and Kroger, handling $400M in average daily inventory-Supervised and mentored a team of fifteen associates through daily operations and the adoption of lean practices -Decreased underutilized labor hours by 86.4%, equating to $87,500 in annual savings, and reduced delivery lead times for customers, with approximately $4.8M in inventory savings -Operated within SAP HANA platform to analyze data necessary for labor balancing decisions, cycle time efficiency, and process improvement initiatives

- Led associates through a large-scale IT implementation (Manhattan WMS), by applying change management techniques such as Focus 3 R-Factor training- Coached a team of eighteen associates through process improvement initiatives, to further develop a lean culture - Redesigned 35,000 cubic feet of refrigerated inventory locations to maximize storage capabilities

-Led low unit of measure pick cart optimization project, to decrease ergonomic burden on associates -Utilized the DMAIC process, ergonomic assessments, and A3 methodology to reduce cart weight by 37% and initial pushing force by 36% -Assisted with outbound operations consisting of LRTS audits, gembas, and daily Hansei meetings-Developed knowledge of lean concepts and how they are applied in a distribution center, by facilitating Kaizen workshops and gaining exposure from black belt mentors

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Project Experience:- Led cross-functional collaboration with the ServiceNow, Active Directory, and Storage teams- Optimized approval process for folder and security group access requests within the ServiceNow platform- Enhanced client experience across the enterprise by creating a more intuitive notification process- Eliminated non-value work by transitioning to an 80-90% automated request system, with an estimated annual labor savings of $150,000 - Managed the Shoes for H.O.P.E. Drive on behalf of the Community Service Intern CommitteeStudent Ambassador:- Helped establish and maintain Cardinal Health's brand on campus