Ken Maynard is the Director of Client Success at GoLeanSixSigma.com and works to ensure our customers achieve their desired outcomes through the use of our products and services. He is an accomplished results-driven leader of Lean Six Sigma with a 30+ year record of driving higher profitability and improved quality with clients in a variety of industries. Ken has led numerous large enterprise wide re-engineering projects working with business leaders to identify and implement successful high-value transformations.

Provides results driven consulting, having worked with over 30 Fortune 500 Companies. Led over 25 large transformations with annual benefits ranging from $5M to $120M; coached numerous types of projects, including reengineering, continuous improvement and product design totaling over 500 projects with benefits averaging $300K per project.SELECTEED PROJECTS:WEIGHT WATCHER INTERNATIONAL. Estimated annual benefits of over $1.5M with plans to reduce at least 20% of $30M annual spend.GENERAL MOTORS. As a key leader of a consulting team designed and executed an aggressive deployment of Operations Excellence that enabled GM to realize over $500M annually in hard dollar benefits within 1 year.CAESARS ENTERTAINMENT. Reduced lead-time by 60%, errors by 50%, and critical errors by 70%; avoided more than $6M in annual losses.TPG CAPITAL. Reduced staff level by 20% in 12 months without layoffs, exceeding the goal of 15%; consistently achieved 30%+ reduction in cycle time for each of 15 different functions.NOVANT HEALTH. Led redesign of Laboratory Services. Reduced testing turnaround time 30%+, reduced late tests by 60%. Increased productivity by more that 15% and eliminated overtime; Led Pharmacy improvements projected to be $1.5M in annual cost savings by streamlining the logistics process within the system and reducing defects in medication administration process.THE COCA-COLA COMPANY. Averaged an 8 to 1 financial ROI for the business year to year; led redesign of Global Quality Assurance System. Project resulted in $2.1M annual cost reduction, $4.6M annual cost avoidance and reduced cost per audit by 31%. IQPC Award winning project. CATERPILLAR. Member of initial consulting team that designed the deployment, helped select and mentor internal resources until Caterpillar was self-sustaining. Realized financial results the 1st year in excess of $40M, more than twice amount invested in deployment.

Planned and executed an assessment in field operations to identify opportunities to improve cost and quality. Weight Watchers’ field operations are unique with over 80% of service providers working part-time.• Assessed over 30 separate operations and interviewed 70+ service providers. Developed a business process improvement roadmap for 2017 that includes process, people and technology quick wins, best practices and improvement projects. • Estimated annual benefits of over $1.5M.

Reengineering business processes for R&D support functions

Redesigned drug production process to dramatically improve throughput and capacity.

Heavy Equipment Rental/Service - Deployed Lean in six operations in the Southeast. Improved delivery performance and turnaround times by more than 50%. Reduced overtime by 30% and outsourced costs by 70%.

Introduced Lean to an investment firm. Rapidly deployed Kaizens to reduce costs and improve timeliness of service.- Reduced staff level by 20% in 12 months without layoffs, exceeding the goal of 15%.- Consistently achieved 30%+ reduction in cycle time for each Kaizen.- Led improvement projects to redesign operations in the Deal Process, Treasury, Investor Communications, Accounts Payable and Financial Closing processes.- Established firm-wide and business unit metrics to align efforts and drive results.- Mentored key staff to develop Kaizen Leaders and Kaizen Subject Matter Experts (SMEs).

Led a cross functional team to redesign the Direct Marketing Operations:- Reduced lead time by nearly 60%, errors by more than 50%, and critical errors by more than 70%, helping to avoid more than $6MM in losses.- Implemented a new organization alignment and a collaboration model to facilitate turning marketing ideation into effective and timely direct marketing.- Developed organization’s capabilities to sustain and improve performance.

Recruited and developed staff for a special department of Operations Improvement Advisors, who were deployed throughout the organization to drive systemic improvement in quality and productivity. - Led pilot project to improve Laboratory Services. Reduced testing turnaround time by over 30%, reduced late tests by 60%. Increased productivity by more that 15% and eliminated overtime. Implemented a work cell structure to process tests, reduced distance specimen and staff travel. Implemented a pull system to smooth the process flow and reduced delays. Used 5S to reorganize the lab and save significant space. Reduced inventory by implementing JIT and Kanban.- Led Pharmacy improvements projected to be $1.5M in annual cost savings by streamlining the logistics process within the system and reducing defects in medication administration process.- Worked with Emergency Department projects throughout the system to reduce wait times and increased patient satisfaction by removing bottlenecks, using Pull Systems and Kanban. Improved treatment room turnaround time (SMED), and balanced the workload.

Nortel Networks, Deployed Lean and Six Sigma During Turn-around Effort- Deployed resources enterprise wide to achieve business targets.- Mentored redesign of QA organization to meet the needs of the new enterprise.- Successfully deployed Lean and Six Sigma globally using e-learning and video conferencing.

Rapidly Deployed Lean and Six Sigma at Caterpillar Worldwide- Member of initial consulting team that designed the deployment, helped select and mentor internal resources until Caterpillar was self-sustaining. Realized financial results the 1st year in excess of $40M, more than twice amount invested in deployment.- Implemented Lean and Six Sigma for Caterpillar dealers and suppliers worldwide. Worked with numerous dealers to implement Kaizen events to reduce waste and improve throughput. Implemented SMED to reduce service bay turnaround times and implemented JIT to improve stocking both at the dealer and in service vehicles.

Successfully Deployed Lean and Six Sigma within The Coca-Cola Company- Averaged an 8 to 1 financial return on investment for the business year to year.- Recruited and mentored internal consultants to staff the global roll out.- Worked with executives and managers to adapt Lean and Six Sigma to the diverse global functions of Marketing, Shared Services, Research & Development, Information Technology, Quality Assurance, Logistics/Supply Chain and Bottling operations.- Worked with key customer to optimize the nationwide distribution network. Improved timeliness of distribution, reduced cost, reduced inventory and improved warehouse utilization.- Implemented Lean methods within bottler supply chain. Reduced cost of ingredients, improved timeliness of delivery and reduced damaged or outdated products and ingredients.- Led redesign of Global Quality Assurance System. Project resulted in $2.1M annual cost reduction, $4.6M annual cost avoidance and reduced cost per audit by 31%. IQPC Award winning project.

A leading consulting practice focused on continual improvement and transformation in Healthcare.Deployed continuous improvement to numerous hospitals and healthcare organizations. Worked with healthcare executives and administrators to deploy strategies to improve performance and increase patient satisfaction.

Supported the implementation of quality improvement within Pratt & Whitney consisting of 42,000 employees. Advised leadership on implementation of CQI (Continuous Quality Improvement), Developed education and training, Implemented employee improvement suggestion system

Developed computer simulations to model rocket engine performance and improve the design and testing of new rockets for NASA and the Airforce.