Jim Longshore Email & Phone Number

As Vice President, I help clients deploy and integrate Operational Excellence programs to successfully drive their strategy. My role is to assist these clients in tackling their thorniest problems. I do this by listening for performance gaps and areas that need emphasized to meet your financial goals; together we peel back the complexity of the driving systems via our assessment methodology. A strategy execution plan is created that provides a clear path to delivery.SBTI's methods were forged in the cauldron of invention at Motorola where our founder co-developed six sigma, tempered when working with Larry Bossidy at Allied Signal and shaped in the first combination lean and six sigma at Maytag.

Indianapolis, Indiana Area

Indianapolis

Manage the deployment of SBTI's Process Improvement Methodology (DMAIC) within Healthcare and Global Manufacturing Clients. I direct consulting services and lean six sigma deployments at assigned accounts using our Listen, Design & Execute approach. I'm responsible for SBTI's 5 week core MBB curriculum coordinating both content and delivery. I've delivered multiple waves of Green and Black Belt training as well as the MBB elective of Six Sigma Process Design.Significant Consulting engagements:» I led a team through a SSPD program where we designed the Care Model for Hospitalists across 39 Hospitals.» A privately held Biotech company, which is developing highly sensitive diagnostic tests to molecularly characterize circulating tumor cells (CTCs) in the blood, reached out to me for support of their rapid growth expectations. They knew they would grow over 3 fold within the year and they needed support with this growth both in the CLIA lab as well as organizationally.I utilized a Listen, Design, Execute approach to guide them through this rapid growth. The specific areas addressed during the Execute phase included:Foundational improvements: 1) Financial Accounting connectivity (COGS), 2) Quality Systems improvements, 3) Implementation of Formal Management System including leader standard work, visual controls and standard accountability processProcess Excellence improvements: 1) Improved lab flow to achieve 3X output increase, 2) Improved office flow to increase associated client presentations 3) Reorganized clinical operations department, 4) Reorganized R&D department.Through this implementation the client achieved a 3.7X capacity improvement. This was while maintaining a stable successful transformation, which met all of the goals of the Design phase within 7 months. As a result of this effort the company successfully received series D funding.

Indianapolis, Indiana Area

Provider Services: Responsible for all process improvements in the Provider Services Operation, enterprise Provider correspondence in Anthem’s BlueCard business, and enterprise Plan-to-Plan customer service areas. I directed these Operations through 11 Managers representing 14 states. In this role several major improvements were implemented to address Provider abrasion including:• Identified the need and implemented the reporting to track all written inventory.• Consolidated Plan-to-Plan operations into major hubs in order to effectively leverage people, process and technology.• Created a Process for identifying, initiating and reconciling high volume adjustments. Successfully processed 169,000 adjustments through this process.• Implemented an “offshore” vendor to triage correspondence in Cebu, Philippines.• Facilitated lean blitzes to rapidly identify efficiencies within Operations. The Worthington lean blitz focused on correspondence, secure messaging and SIRF processes. The NY lean blitz focused on Provider Service call center and Provider Database registry process. NY lean blitz realized $1.1M for 2009 through our ability to exit the Brooklyn location as a result of eliminating NVA.

Indianapolis, Indiana Area

Provider Services: Responsible for all process improvements in the Provider Services Operation from project identification through successful implementation and control. I worked with the leadership team to foster the Provider Advocacy business culture. The new business model utilized a “high tech, high touch” approach that emphasized expanding our Provider self-service tools for typical inquiries (web, edi, ivr) and a single point of contact (SPOC) team focused on proactively identifying and resolving issues. I conducted multiple lean blitzes resulting in realized savings of $3.7M in 2007 and 2008 through improvements that include relocating a call center from Youngstown, OH to Springfield, MO and call routing changes for Virginia.

Indianapolis, Indiana Area

Process Excellence Team Anthem National Accounts: Responsible for serving as technical content expert, leading and mentoring Black Belts, and completing high-dollar impact projects. I provided peer advice, facilitated teams to achieve continuous improvement goals, trained others in the use of quality and continuous improvement tools and techniques. The following provides a snapshot of deliverables:• Implemented black belt curriculum resulting in certification of 3 black belts.• Trained green belt classes (2 week curriculum).• Created Value Stream Maps for both claims and calls throughout National Accts. This tool was used for identification and prioritization of all improvement opportunities. • Facilitated lean events resulting in $1.7 Million in productivity improvements.• Delivered Executive Overview of Lean Six Sigma to Word & Brown Cos. and facilitated a lean event for their Conexis division resulting in an honorable mention at the WCBF competition in Las Vegas, NV. Company grew 5 fold without hiring.• Voted one of the top speakers at the WCBF’s Lean Six Sigma Summit in Chicago, IL.• Identified and implemented solution for northeast mass recovery. Also, created the operational structure and resources required to facilitate the adjustment process.

Indianapolis, Indiana Area

Responsible for Corporate Quality and Six-Sigma initiatives. I governed the corporate quality system, which was primarily composed of ISO9001 certification for factories in Indianapolis, Selma, AL, Houston, TX and Monterrey, Mexico. Implemented entire Six-Sigma infrastructure including the following: • Customized curriculum licensed from SBTI to meet the needs of Peerless Pump.• Trained 3 waves of Green Belts.• Implemented Dashboard / Project tracking system and formal project reviews.• Chaired Business Excellence corporate committee focused on integration of programs that included Lean, Six Sigma, Design for Six Sigma (DFSS), and ISO9001. • Managed direct reports that included the Quality Assurance Manager, Technical Service Manager, and Six Sigma personnel.

Indianapolis, Indiana Area

Global Unitary Systems: Responsibilities include mentoring Green and Black belts in the Louisville, Rushville and Lynn Haven facilities resulting in forecasted improvements of $5.9M; provide Green belt training to all of Trane; and complete global projects (MBB level productivity project resulted in $1M cost reduction). Responsible for Supply Chain Six-Sigma efforts for all of American Standard (Parent company), this includes mentoring director level belts in applying the tools to transactional processes.Quality Assurance Manager for the VAV Systems Business Unit. I was responsible for implementing ISO9001 (< 10 months) for the Rushville location; and managed the quality and service/warranty budgets (~$1.5 Million per year). Attained Black Belt Certification by successfully completing 4 Six-Sigma Black Belt Projects.

Indianapolis, Indiana Area

Worked as a Sales engineer of Industrial products for the southern Indiana territory. Main product lines included Siemens Motors, Drives and Switchgear, Square D Drive and Switchgear, ABB Motors and Drives, Lincoln Motors, Warner Clutches and Brakes, Danfoss Drives. Attended Danfoss Motion Control Specialist School and was certified for application and startups.

Mba

Bs Eet, Digital & Analog Communications

Bs Eet, Digital & Analog Communications