Larry Perry Email & Phone Number

Essen, North Rhine-Westphalia, De

Essen, North Rhine-Westphalia, De

Essen, North Rhine-Westphalia, De

* Manages day-to-day activities of the HR Operations team which includes the payroll process, on-boarding and off boarding, leave of absence and data management across the Americas.* Responsible for development and deployment of initiatives, standard processes, and analytics to optimize service levels in daily HR operations and make appropriate operational business decisions to drive continuous improvement of HR operations across the organization.* Lead various workflows to ensure efficient processing of all HR transactions. * Work closely with global HR leaders to problem solve, troubleshoot, and identify service opportunities to support various business units* Liaises with HR Business Partners, Legal, and Leadership on regulatory and compliance issues related to employee life cycle events.

Essen, North Rhine-Westphalia, De

Executive coach collaborating with senior leaders (Directors/Vice Presidents) and cross-functional teams to visualize and manage their performance in alignment with organizational targets. Challenges and supports teams to evaluate strategies and processes to measure the achievement of established targets through the use of lean six sigma methodologies. Support includes HSE, Human Resources, Development, Fleet Operations, Training, Inventory, Large Correctives, Business Operations, Legal• Through Operational Excellence rollouts, supported multiple leaders across the wind fleet in achieving Bronze 3 star implementation recognition• Supported multiple leaders (Vice Presidents) in the implementation of performance management and the achievement of Bronze 1 star implementation recognition• Frequently leads cross-functional process mapping exercises to visualize current state processes and determine improvement opportunities• Uses data analytics and cause evaluation techniques to support ideas for corrective actions with higher potential to improve performance

Essen, North Rhine-Westphalia, De

Achieved business redesign initiatives and integration of Lean Six Sigma methodologies across projects in the Integrated Delivery System (IDS); Reported directly to Chief Medical Officer and Director of the Project Management Office. Scope required analysis of programs affecting other programs, design/development of new policies, change implementation, and collaboration with administrative and clinical stakeholders to operationalize CCC initiatives.• Accomplished results within a combined budget of $900K by evaluating program/project data and outlining roadmaps for success in driving the vision, values, strategic goals, objectives, and action plans within resources and timelines.• Reduced implementation time and costs using clearly outlined assumptions and constraints, SOW, delivery strategies, issue management policies, resource plans, and methods for closing gaps before pilot launch.• Pushed projects through the pipeline by creating performance dashboards for managing all phases of planning and deliverables, resulting in process consistency and organizational alignment of teams on projects.• Increase transparency into current positioning by tracking results and assessing key performance metrics in reports to monitor deviations from targets. Presented findings and recommendations to senior management.• Served as a resource for change, coaching and facilitating cross-functional teams in improving organizational performance and pursing the goals of the Triple Aim (cost, quality, and patient experience).

Steered the $19M contract operation providing plant services to Samsung Austin Semiconductors. Spearheaded planning, procurement, hazardous and non-hazardous waste management, purchasing, scheduling, and direction of 40+ staff across operations. Upheld compliance with EPA, DOT, OSHA, HAZMAT protocols; local and federal agencies. • Aligned operations with changing initiatives by creating work instructions reflecting current practices and procedures utilizing Management of Change (MOC), Sample Manager LIMS and payroll processing.• Decreased inventory waste with the implementation of day-by-hour production boards, 5S, and daily SQDCM meetings that ensured accuracy in performance tracking and material availability in storage.• Attracted and retained employees by creating a job tier and pay advancement system, reducing turnover 40%.• Eliminated waste by procuring/implementing a barcode system to track waste containers throughout SAS and integrating a Guard1Plus system to account and track routine inspections of satellite accumulation points.

Amsterdam, Noord-Holland, Nl

Ensured constant workflow while performing Kaizen blitzes and events to rollout new product of Lean work cells. Focused on driving down material costs to improve profit while supervising a team of 60 employees in reducing waste and streamlining processes.• Increased efficiency by working closely with multiple departments to inspect inventory/ cut obsolete material, plan product rollouts, and develop new production flows to maximize plant capacity using lean strategies.• Acted as a liaison and “point of resolution,” between planning/scheduling, final assembly, customer service, purchasing, maintenance, shipping, and manufacturing engineering departments.

Lake Forest, Il, Us

Allocated a $7.3M budget by developing capable, robust manufacturing processes, integrating lean tactics, incorporating capacity analysis, and implementing KPIs to track compliance, safety, product quality, customer service, and market driven costs. Achieved higher Overall Equipment Effectiveness (OEE) improvements and $19M cost savings.• Contributed to the $206K reduction in Material Usage Variance in business unit from $328K in 2008 to $122K in 2009 while also cutting costs by $50K in 2008 and $20K in 2009.• Minimized excursions by identifying improvement areas for quality defects that exceeded control limits.• Helped cut costs by overseeing quality, and delivery standards to drive financial and performance improvements.• Addressed customer complaints, identifying root cause/probable cause to meet customer expectations.

Shelton, Ct, Us

Riyadh, Sa

Arlington, Virginia, Us

Certificate Of Completion, Lean Six Sigma Master Black Belt

Certificate Of Completion, Master Certificate In Organizational Leadership

Course Completion, Lean Six Sigma Black Belt

Mba, Human Resources

Management

Bs, It Management

Lean Six Sigma