Leading the adoption and learning of Lean, Six Sigma, and data visualization methodologies. Engage and develop our employees' capabilities to solve problems, improve processes and create value for our customers. Facilitate Lean and continuous improvement initiatives that span across the enterprise, may be cross-functional, and have significant customer, financial, and/or quality impact. Strategically support the execution of CPS Energy's long term vision and business objectives… Show more Leading the adoption and learning of Lean, Six Sigma, and data visualization methodologies. Engage and develop our employees' capabilities to solve problems, improve processes and create value for our customers. Facilitate Lean and continuous improvement initiatives that span across the enterprise, may be cross-functional, and have significant customer, financial, and/or quality impact. Strategically support the execution of CPS Energy's long term vision and business objectives by establishing a culture of continuous improvement and innovation throughout the organization. Show less

Accountable for the strategic and operational functions of Gas Services, Operations, Construction and Welding for organization. Drove safety, quality, delivery, and cost improvement efforts for all functions. Led a team of 160 union / non-union employees with an annual operating budget of $20 million.Led efforts focused on Safety Excellence which resulted in a 67% reduction in recordable injuries and vehicular accidents and the department led the company in safety for recordable… Show more Accountable for the strategic and operational functions of Gas Services, Operations, Construction and Welding for organization. Drove safety, quality, delivery, and cost improvement efforts for all functions. Led a team of 160 union / non-union employees with an annual operating budget of $20 million.Led efforts focused on Safety Excellence which resulted in a 67% reduction in recordable injuries and vehicular accidents and the department led the company in safety for recordable rates.Established KPIs in construction, operations and gas services departments to measure safety, productivity and compliance adherence.Through strategic planning and execution the construction team is 100% complaint in LSO gas leak repairs for 2 ½ years to date.Led efforts to improve response rates to odor complaints within 30 minutes. CPS Energy achieved top quartile in the nation last year. Average time to respond to odor complaints was rated number one in the nation based on PSG&E benchmark study.Employee engagement score of Gas Operations and Construction was rated at 70% in 2013.Mentored and trained managers to follow the lean management philosophy, handling conflict and understanding HR law and company policy.Delivered low cost maintenance of our distribution infrastructure. CPSE is rated in the top quartile of O&M expenditures by mile of pipeline in 2013 and 2014. Show less

Accountable for the strategic and operational functions of Revenue Protection, Field Services and Meter Reading Operations for organization. Drove safety, quality, delivery, and cost improvement efforts for all functions. Led a team of 110 union employees with an annual operating budget of $10 million.Orchastrated a turnaround of a non-productive and unsafe work environment by chartering four key areas of focus in establishing a culture of safety, operational excellence, high quality… Show more Accountable for the strategic and operational functions of Revenue Protection, Field Services and Meter Reading Operations for organization. Drove safety, quality, delivery, and cost improvement efforts for all functions. Led a team of 110 union employees with an annual operating budget of $10 million.Orchastrated a turnaround of a non-productive and unsafe work environment by chartering four key areas of focus in establishing a culture of safety, operational excellence, high quality delivery and high expectations of each employee. Show less

Accountable for the strategic and operational functions of Sourcing, Logistics and Reverse Logistics Operations for organization. Drove safety, quality, delivery, and cost improvement efforts for all functions. Led a team of 120 union / non-union employees with an annual operating budget of $12 million.Led efforts focused on Safety Excellence which resulted in a 100% reduction in recordable injuries and vehicular accidents.Reengineered processes thru continuous improvement efforts to… Show more Accountable for the strategic and operational functions of Sourcing, Logistics and Reverse Logistics Operations for organization. Drove safety, quality, delivery, and cost improvement efforts for all functions. Led a team of 120 union / non-union employees with an annual operating budget of $12 million.Led efforts focused on Safety Excellence which resulted in a 100% reduction in recordable injuries and vehicular accidents.Reengineered processes thru continuous improvement efforts to drive efficiency and service gains which resulted in a 30% reduction of staffing requirements.Introduced JIT provisioning and operational analytics which resulted in sustained Material Availability levels of 99.5% while reducing average inventory levels by 20%.Championed Kaizen events which increased Sourcing processing capacities by 20% without increasing staffing levels.Developed Union relationships and partnerships which resulted in 100% reduction of employee grievances.Established and sustained a 5S program in warehousing and logistics.Employee engagement score of Materials Management was rated at 83% in 2011.Led visioning and goal alignment effort to drive direct line of sight from corporate level objectives to front line employees in order to drive clarity of operational impact.Mentored and trained supervisors to follow the lean management philosophy, handling conflict and understanding HR law and company policy.Led the Supplier Relationship Management strategic initiative; local supplier on-time delivery performance has improved from 71% to 96%.Due to Materials relentless improvements in delivery and lead time, EDS opted not renew the HD Supply Transformer Alliance contract and allowed the Materials team insource the procurement and logistics of single and three phase transformers. This change in philosophy from outsourcing to insourcing saved the company $5 million in 2011 with an additional $40 million in savings over the next 5 years. Show less