Lance Latham Email & Phone Number

Noblesville, In, Us

Assisted organizations with functional operational consolidations, resource realignment, business process outsourcing and maximizing management agility through targeted process improvement initiatives. All efforts aimed at improving service levels, raising productivity, reducing process error re-work and delivering bottom-line savings of up to 45% of annual operating budgets. Results achieved by working with all organization levels, from front-line team members through CEO. Developed "Robust Production Management (RPM)" change management program for supervisors, operations managers, Six Sigma black belts, Lean practitioners, project managers and business process analysts. Co-developed "White Box" enterprise performance management system, as well as mobile phone and tablet apps that offer features and functionality comparable to the larger system. All technical solutions designed to enable analysts and operations managers to quickly and easily quantify, assess and improve team performance in any operating environment - down to the person, process and penny. Client organizations included:• CNO Financial Group (IN)• Humana (KY, WI)• Univita Health Inc. - formerly Long Term Care Group (IN, MN)• RealMed (IN)• OneAmerica Financial Partners (IN)• Nationwide Insurance (OH)• SGI (IN)

Boston, Ma, Us

Co-managed CNO's enterprise-wide GAAP Long Duration Targeted Improvements (LDTI) project, focusing on delivering a standardized overhaul of FASB accounting to improve financial management and reporting for long-term customer and client investments (i.e., Life, Annuity and Long-Term Care policies). Coordinated Actuarial, internal IT, TPA IT and contractor IT resources involved in multiple administrative system data management changes and multiple groomer development sub-initiatives, as well as performing multi-audience weekly status reporting for front-line team members and their managers, and for Executive project sponsors and stakeholders.

Boston, Ma, Us

Supported multiple projects focused on stabilizing and reinforcing the IT environment of a financial services organization during a high-impact transitional phase. Projects addressed various key business elements including technology delivery process, team member resource allocation, leadership alignment, HR policy and OCM.

St. Louis, Mo, Us

Coordinated with Operations area managers, SME's and Developers to document current-state processes, identify pain points, and conduct design sessions to reach consensus on improvement opportunities, develop requirements and draft future-state process maps. The goal of all process improvement initiatives was to automate routine functions wherever possible to aggressively meet service levels, raise overall process quality and reduce operating costs within the complex and demanding back office arena of the healthcare sector.

Hanover, Md, Us

Worked closely with Operations and Development stakeholders and SME's of the largest non-profit healthcare system in the United States to deliver enterprise-wide big data solutions in support of advanced intelligence augmentation initiatives for the Finance and Associate Care departments. Key component of both projects involved the strategic build out of the Enterprise Data Lake.

Carmel, In, Us

Coordinated closely with founder/CEO, operations managers and team of 8 in-house IT developers to gather administrative system and web portal feature requirements, and developed corresponding process maps to highlight both technical and process-related functional change elements. Personally drafted 306 features – at an average of 20 user stories per feature – over a 2-year period. Efforts focused on delivering client and patient features that improved service, transparency and ensured adherence to state and federal regulatory requirements. All work conducted in a fast-paced, agile scrum environment within this rapidly-growing healthcare financial services company.

Hanover, Md, Us

Managed requirements gathering, spec development and review / approval process for an enterprise IT project designed to double mutual fund product offerings and enhance financial service client's competitive position. Worked with Operations managers and SME's across 15+ departments in various geographic areas of the US. Coordinated initial project budgeting efforts and preliminary IBM vendor developer work prior to transitioning remainder of project to client's in-house project manager.

Hanover, Md, Us

Led Wave 1 IT support effort for global SAP system consolidation, involving over 150 process and procedural changes across 12 local (Fishers, IN) business areas including Planning, Procurement, Finance, Manufacturing, Quality Control, Sales and Distribution, Regulatory, Inventory Management, Material Master, and Reporting. Coordinate a team of approximately 30 business area leads and SME’s to derive joint solutions with Global Solutions Team (based in Germany and Switzerland), and generate / deliver training material to over 250 impacted local team members prior to – and after – new ERP system “go live.”

Newark, De, Us

Developed, compiled and published monthly performance metrics package (actual performance vs. management target goals) for executive C-level audience consumption, covering various aspects of testing, development and delivery of company-wide IT "large release" initiatives. Effort involved coordinating with over 60 department managers, supervisors and subject matter experts in various geographical locations across 20+ system platforms and departments. All data queried and analyzed using Business Objects.

Carmel, Indiana, Us

Managed multiple corporate merger, rename and consolidation projects, designed to streamline administrative processes and reduce company’s insurance reserve requirements and annual tax exposure. Savings ranged from $750 million to $2.5 billion per completed project per year. Projects required managing the work of team members from various functional areas, including Legal, Compliance, Marketing, Agent Contracting, Agent Commissions, IT, New Business, Premium Administration, Policy Administration, Claims Administration, Mail Ops, Purchasing, Print Control, and Call Centers (Life, Health, Annuity and Long Term Care), as well as domestic and international third party administrators.

Carmel, Indiana, Us

As Assistant Vice President, managed Annuity Premium Processing, Cash Control and Customer Service units which processed premium receipts of approximately $5 million/day. Within first 10 weeks of starting position, identified and achieved $83,000 in annualized process savings and waste reduction. Served as member of Sr. Vice President’s India outsourcing initiative team, assigned to detailed planning and coordination of functional movements, including development of key metrics and data-reporting procedures to enable the remote management of overseas processes. As a Six Sigma Black Belt, applied DMAIC methodology to improving and stabilizing production processes prior to outsourcing them.

Carmel, Indiana, Us

Served as Acting Supervisor in various Health Insurance business units to stabilize operations and costs. Achieved work cycle time reductions of from 20% - 83%, productivity increases of up to 128% above base productivity levels, and reduced overtime costs by 62% - 91%. Achieved results by making full use of lean manufacturing management techniques. Also worked with external computer vendor and internal IT support department to develop and implement database system to track individual staff performance and quality of 2,000+ hourly employees. Developed system user documentation, and personally trained over 50 supervisors, managers and officers to key data, run reports and graphs, and interpret performance data. Database system was used by supervisors and managers to provide regular feedback to employees, with objective data providing the basis for employee evaluations, raises, promotions and terminations.

Us

Span of responsibility included 5 supervisors, 45 full-time operators and 75 contract operators in 2 departments across 3 shifts. Worked directly with department managers in Purchasing, Materials, Quality Control and Engineering departments to ensure production deadlines were met, and that productivity met or exceeded base budgeted levels. Saved 12.5% of $12 million annual budget ($1.5 million) in first 6 months as Production Manager by applying lean manufacturing techniques to achieve significant productivity improvements and a sustained reduction in process scrap. Developed productivity tracking system and used it to tie supervisor merit pay increases to achieving operational goals. Also developed detailed scrap tracking system to accurately quantify out-of-spec vendor-supplied raw material, enabling Aearo Co. to bill back vendor and receive full credit due. System highlighted over $165,000/yr. in unidentified vendor scrap that Aearo Co. had previously paid for.

Us

Span of responsibility included 15 full-time operators and 3 contract operators in a high-speed automated production environment. Coordinated personnel, equipment and material to meet production schedules, initiated maintenance work orders, ensured that work order deadlines were met and maintained quality control standards. Was responsible for evaluating employee performance, and for ensuring adherence to ISO-9000 SOP’s. Also was responsible for maintaining full-time and temporary staffing levels per annual budget. Developed shift-by-shift productivity tracking system, skills training matrices across shifts, and implemented new 3rd Shift Operator priority-based training program schedule. Along with Engineering Manager, co-managed Yield Improvement Group for Iman packaging equipment.

Analyzed client’s current and continuing operating conditions, and improved manufacturing processes and reduced waste by applying lean manufacturing techniques in scheduling, set-ups, operating procedures, quality assurance procedures, maintenance procedures, and shop floor layout re-design. Worked 3-5 days/week on-site (primarily overnight travel) with shop floor supervisors and area managers to develop and implement effective production control systems. Internally, developed standardized Re-engineering Division documentation templates, including analysis studies, project reporting system elements, and action item assignment and follow-up system.

Dallas, Tx, Us

Returned approximately $20 million in annualized savings to clients through 6-month project assignments. Consistently met or exceeded client’s guaranteed minimum 3 : 1 annualized return on investment in DBA. Savings were achieved through productivity improvements, scrap reductions, application of SMED principles and overtime cost reductions. Worked 5 days/week on-site (100% overnight travel) with shop floor supervisors and area managers to develop work-to-time relationships, plan shift-to-shift activity, develop hourly follow-up systems to ensure schedules and quality levels were maintained, and report on progress to set goals. Primary clients were Tier I and II suppliers to auto manufacturers. Internally, coordinated three other junior staff associates to ensure 24/7 client shop floor coverage and developed area savings evaluation to maintain accountability of weekly improvement performance. Consistently scored in the top 10% of all DBA staff associates during quarterly forced rankings.

Brownsburg, Indiana, Us

Set production schedules, initiated work orders, ensured that work deadlines were met and maintained quality assurance standards. Worked closely with Art, Sales and Shipping departments to coordinate timely product shipments at or below quoted cost. Developed and implemented regular equipment maintenance schedules, production standards and employee ratings system. Used Microsoft Works software to schedule resources, generate monthly forecasting data and create productivity tracking graphs.

Mba, Management

Ba, Marketing / Advertising