Leslie Yeates Email & Phone Number

Courtice And Newmarket, On

Baker Tilly (formerly Collins Barrow Durham Consultants) specializes in performance improvement focusing on: operations, process, human resources, strategy and conflict resolution specializing in working with public sector agencies and not for profit organizations.Leslie is committed to helping individuals and organizations maximize their potential. Leslie assists clients to work together to improve effectiveness and efficiency, expand capacity, improve quality, enhance customer service and increase employee satisfaction.

Seconded to MCYS from Kerry's Place Autism Services to support the redesign of the Autism Service Delivery Model for children.

KPAS is a not for profit agency, providing residential and community support to individuals diagnosed with Autism Spectrum Disorder. KPAS experienced rapid growth supporting over 2500 individuals and employing over 550 people in Southern Ontario. As Director, I was responsible to develop implement and measure results for all processes related to Quality of Service, Human Resources and Strategic Planning. A strong focus was placed on Person Centred Planning, Quality of Life Outcomes, and employee performance improvement.

Rimply Manufacturing was a major supplier of Body Panels to the global automotive market employing over 650 people.Responsible to restructure the Human Resources Department to improve efficiency, consistency and service of all HR processes. Through a team of Human Resource Professionals, responsible for: Benefits Administration, Recruitment and Selection, Health, Safety and Environment, Continuous Improvement, Security, Employee Development and Employee Relations. The primary forcus was to improve employee moral and involvement.As Engineering Manager, I was responsible for the growth and development of an Engineering department overseeing: New Product development, Program Engineering and Facilities Projects.Responsibilities included: providing hands on management of new product launches from initial quote through to mass production; and providing project management for all capital investments from design through commissioning. This involved coordination with customer representatives, suppliers, designers, all internal departments and corporate offices. Over an 8 year period, the culture of Continual Improvement was adopted through strong leadership and the implementation of lean practices..

As Assistanant Manager, I was the senior Canadian responsible to develop and maintain all Quality Systems related to supplied parts. Canadian Supplier selection and development was the primary objective during the start up years of HCM. The Parts Quality Department was responsible for the total quality management of all parts entering the Canadian manufacturing facility. This included trouble shooting on the production line, supplier development and part development for new model introduction. Transfering the culture and practices now widely known as the “Toyota Way” to Canadian and U.S. suppliers was the greatest challenge. As the Staff Engineer, I led a small team of specialized associates who coordinated all activities to smoothly launch the 1992 Civic. This was the first major model change undertaken by HCM. The team worked with supplier partners, both locally and globally, to develop manufacturing process to accommodate the 1992 designs as well as the internal infrastructure and equipment to verify the designs.