D. Lynn Kelley, Phd Email and Phone Number

No two organizational change efforts are the same, so why should your approach be? It shouldn’t according to authors D. Lynn Kelley and John Shook— if you want the change to stick.Kelley and Shook wrote “Change Questions” (release date: July 27) and the accompanied digital workbook to provide a customizable playbook that unlocks the secrets of sustainable organizational change. “Change Questions” is filled with practical examples from their own experience as transformative leaders, showing you how to ask then implement a set of vital business questions in five critical areas.A select list of endorsements for the book and customizable methodology include the following: “Change Questions” literally changed the way I’ve worked at Turner Construction, Kroger and Legal Seafoods. -Josh Howell, President and Executive Team Leader at the Lean Enterprise InstituteLynn Kelley articulates so many golden nuggets of advice…delivering better customer value, more than doubling employee engagement and driving remarkable organizational performance at Union Pacific Railroad. – John Toussaint, M.D., Executive Chairman of the Board, Catalysis Health“Change Questions” is a must-read for leaders. –Peter Ward, Senior Associate Dean (retired), School of Business, Ohio State University

Provide post-investment value-added oversight to BBH Capital Partners portfolio companies. Assist in sourcing, investment evaluation and transaction execution.

Reporting directly to the Chairman and CEO, responsible for sourcing $9 billion spend, as well as logistics, warehouse operations, fuel, and industrial engineering/continuous improvement.Select Accomplishments:• Co-leader of company-wide Innovation Program.• Overhauled and re-energized Supply Chain department resulting in cycle time reduction of 46%. • Engineered and deployed Lean approach (UP Way) for the organization resulting in improved operating performance, employee engagement and customer satisfaction.• Implemented savings activities in Supply, which resulted in $63 million savings on $1 billion of renewals/new awards for non-fuel contracts. Produced record fuel savings of $98 million.

Reported directly to the Chairman and CEO (progressive roles). Ultimately responsible for leading Manufacturing, Engineering, Procurement and Continuous Improvement Councils at the Corporate Level. Two expat assignments (France and South Africa), and extensive global responsibilities. Member of the Executive Leadership Team and Officer of the Company.Led the company-wide Lean Six Sigma organization. • Textron’s Annual Report noted that manufacturing margins expanded by 160 basis points. “…and for this we can point to the successful implementation across the enterprise of our Textron Six Sigma business improvement process.”• Instituted inventory reduction team, which reduced inventory by 20% in one year, without reduced delivery performance.

Taught graduate and undergraduate statistics, continuous improvement, quality and research courses in the US, China and Taiwan. Developed and directed the Master’s Degree in Quality and Operations Management, which was first Continuous Improvement degree focused on service industry in U.S.