🥋 John Ballis 🥋Lean Samurai 🥋 Email & Phone Number

☑️ LET’S OBTAIN SUSTAINABLE BUSINESS PROCESS IMPROVEMENTS AND ORGANIZATIONAL CHANGE TOGETHER.☑️ Intermin Leadership Roles and Executive Coaching →☑️ Trust is critical to building a fully empowered Operational Excellence Organization. Our Coaches work side-by-side with executives and leaders of the organization as they interact with their employees.☑️ Lean.

Oxford, Oxfordshire, GB

☑️ Unipart Expert Practices (part of Unipart Group) - Head of USA Capabilities ☑️ Building the USA team to delivery the Unipart Way to clients. Building the infrastructure of USA practice.☑️ When it comes to continuous improvement, Unipart are rapidly becoming known as The Productivity People. Unipart Group is an independent manufacturing, logistics and.

☑️ Independent Consultant for Operation Excellence / Lean Six Sigma☑️ Leading Lean/Six Sigma projects at Agrium in Canada to improve uptime as a sum-contrator to SBTI Consulting Firm.☑️ Led efforts to cut cost at UNO Pizza for Maine Point Consulting

Ronkonkoma, NY, US

☑️ Contractor Position - Operational Excellence (Op-Ex) Director ☑️ Op-Ex Director leading the Op-Ex team. Responsible for the building of Op-Ex capabilities and the execution of Op-Ex projects across Supply Chain operations. ☑️ Will work with leaders and executives in the organization to plan and roll out Op-Ex systems across NBTY, while also working with.

Plano, TX, US

☑️ DR. PEPPER SNAPPLE GROUP, PLANO, TX 2010 – 2013 ☑️ Director – Rapid Continuous Improvement (RCI) / Master Black Belt Lean/Six Sigma & TLS☑️ Evaluated where Dr. Pepper was in their journey and designed a strategy building on what they had started in Rapid continuous Improvement. Promoted to Director to realign RCI, lead and deploy Lean development.

Mississauga, Ontario, CA

☑️ Coaching RCI Managers to learn and execute Rapid Continuous Improvement throughout the company. Leading Kaizen Events in Supply Chain to improve quality and cost.☑️ Pioneered the implementation of 32 Super Kaizen events and 31 other events yielding $37 million in savings in Supply Chain and Sales improvements for USA/Mexico operations.☑️ Canada Dry.

Chicago, US

☑️ KRAFT FOODS, Garland, TX 2009 – 2010 ☑️ Independent Consultant as MMB Six Sigma (Acting MBB Manager) / Master Black Belt Lean/Six Sigma & TLS Spearheaded efforts for the company to change its approach from a Six Sigma process to a Lean/Operational Excellence process. Coached 2 Black Belts and 20 Green Belts. Developed projects through Quality.

• CHICK COMPANIES, DALLAS, TX 2009 – 2010 Independent Consultant as Operation Excellence Manager / Master Black Belt Lean/Six Sigma & TLS Developed Lean training materials for Chick Companies and Chick Packaging’s.
• Led efforts to cut overtime from 22% to 6% across the location and some areas down to 2.4%.
• Provided support to the GE Wind Turbine Kaizen event for the Tennessee plant while achieving $187,000 savings in a 1 week event for this distribution center.
• Reduced transportation Cisco packaging process in the plant from 5.2 miles to 960 feet traveled. Cycle time reduced by 50%, increased production from 72 to 144, and reduced labor from 6 operators to 2.
• Reduced the Solynder Solar pallet line from 37 minutes to 4.09 minutes and reduced cost by 38%.

• ADVANTAGE LABS, KENNEDALE, TX 2005 – 2009 Independent Consultant / Master Black Belt Lean/Six Sigma & TLS Consultant Provided consulting services to multiple companies in diverse industries for Lean – BPI projects..
• Successfully turned around business operations by reducing chemical manufacturing time from 72 hours to 4 hours, which reduced lead-time by 70% while enabling a 24-hour order fulfillment process.
• Reduced cost by 38% by decreasing labor costs, improving quality of suppliers, and leaning out inventory to meet a Just-In-Time (JIT) production schedule.

• FLOWCYCLE, LLC, DALLAS, TX 1994 – 2005 President and Founder / Consultant / Master Black Belt Developed and managed Lean/Six Sigma for process improvement operations, software and education consulting practices.
• Achieved over $2 billion in cumulative cost savings for client base utilizing Lean methods and practices.
• Accrued $3 million in annual productivity improvements for Metro Labels Printing Company by establishing training programs that promoted smooth employee transitions and faster cycles of learning.
• Redesigned the manufacturing process for Parker Hannifin Green Camp Plant by mobilizing the plant through education and training workshops, mapping each job and task to the minute, and redesigning jobs to eliminate.
• Reduced backlogged orders from $600,000 to less than $70,000.
• Cut cycle times by 80% and reduced the age of the oldest order from 90 to 30 days.

• SNE ENTERPRISES, WAUSAU, WI 1993 – 1994 Director of Logistics – Reporting to CEO Charged with operations responsibility for information systems, purchasing, production control, inventory control, supply chain.
• Drove revenue growth 70% (+$100 million) in one year by re-inventing window customization manufacturing process and reducing the cycle time from 8 weeks to 2 days, which provided a meaningful point of differentiation.
• Boosted the on-time delivery rate from 69% to 98% and reduced back orders to less-than 1% by applying lean manufacturing methods to legacy system and implementing a JD Edwards software program.

Dublin 2, IE

• GEORGE GROUP, INC. / ACCENTURE, DALLAS, TX 1988 – 1993 Account Manager / ConsultantExecuted projects involving lean manufacturing practices for electronics, metal fabrication, processed foods, and assembly plant.
• Directed the ITT corporate-wide lean project at 17 plants located in Germany, Italy, Mexico, and the United States, which resulted in a decrease of average cycle time between 50-70% per plant while improving quality.
• Developed the supply chain strategy at Hills’ Science Diet Pet Food, which reduced can packaging material inventory by 90% while eliminating two buildings dedicated to empty cans.
• Led 10 teams comprised of 150 Union Members of Machining in the first “U” Shape Assembly Cell at Allied Signal, which resulted in a 70% reduction in cycle time.

Armonk, New York, NY, US

• IBM, AUSTIN, TX 1979 – 1988 Staff Manager – Manufacturing, Industrial Engineer, and Inventory Production Control Established a Participate People Program and reduced labor codes from 175 to 15, resulting in the.
• Recipient of IBM’s Presidents Award in 1987 for plant wide cycle time reduction.
• Pioneered the launch of CFM implementation at the IBM print circuit card assembly plant in Austin, TX.
• Reduced cycle time from 45 days to just 4.5 days.
• Trained senior level management throughout the United States in Continuous Flow Manufacturing concepts by using Austin’s success as the model for implementation.At IBM, work is more than a job - it's a calling: To.

Bachelor Of Science - Bs, Industrial Engineering - Management

Executive Leadership, Organizational Leadership