Mark Ryan, Clss Bb Email & Phone Number

Indianapolis, IN, US

Westfield, Indiana, US

As a Process Improvement Consultant at The Green Dot Group, my mission is to facilitate transformative change within organizations by adhering to our core consulting principles. I start by embracing the current state of operations, ensuring an honest assessment that sets the foundation for meaningful improvement. By empowering all stakeholders to.

Franklin, IN, US

• Lead a team of ~100 production associates, supervisors, business analytics and process improvement professionals who facilitate the end-to-end operational flow. Implemented a culture of strong interdepartmental.
• Increased YoY efficiency by 28%
• Reduced scrap YoY by ~30K.
• Training cost reduction of 1,300hrs, while implementing and maintaining cross-training opportunities across production lines
• Reduced mfg. lead time in model cell by 28 days.
• Reduced mfg. past due by $800K.

Franklin, IN, US

- Improved upon manufacturing and business processes through the application of Lean Manufacturing and other Operational Excellence principles.- Initiated, led and implemented multiple projects simultaneously to deliver measurable business results in the areas of safety, quality, service, and productivity improvement projects.- Used effective project.

• Providing organizations that are seeking a culture of continuous improvement the ability to quickly identify non-value added steps in a value stream and remove them efficiently. Teach, mentor, and facilitate training.
• Experience working in manufacturing (Medical Devices) settings to reduce lead time of products, reduce past due days / dollar amounts, and create a model cell area that yields 4x production and throughput.
• Partnership with the Department of Workforce Development to teach Lean Six Sigma Yellow and Green Belt certification to in-transition individuals
• Offer skills-based training in Indiana correctional facilities through WorkOne of Central Indiana
• Lean Coffee Indy networking facilitator, host, and founder; Bring together hundreds of lean, operations, quality, and transformation practitioners from multiple industries for the opportunity to practice share and.
• Partnership with IGH (Indianapolis Gastroenterology and Hepatology) to embed lean practices into their organization through training and partnership with their practitioners and staff

Indianapolis, IN, US

• Implemented several value-based initiatives system-wide that worked to improve hospital service, improve cycle times, reduce hospital-acquired infections, and increase measurement capabilities: ultimately resulting in.
• Developed and implemented online Lean Six Sigma White Belt-level training to entire network of ~18,000 associates and 15 hospitals: Increasing awareness of organizational approach to daily improvement
• Integrated senior leadership into the daily improvement process and fostered staff engagement through the creation of Managing for Daily Improvement approach that adopted visual management queues on hospital units, and.
• Partnered directly with senior and supervisor-level management to improve outcomes such as reducing hospital -acquired infections by 50%, achieve target vaccination levels, and achieve improved quality through.
• Developed Lean Yellow and Green belt programs, including Executive-leadership course, training over 1,000 associates and arming them with tools necessary to embed improvement practices throughout the hospital system
• Played integral role in developing urgent response to COVID-19 needs including increased hospital capacity planning and optimized throughput of vaccine administration clinic. Net result of 220% capacity increase with a.

Carmel, Indiana, US

• Oversaw service operations for all corporate dealerships across the country; Leader of a thirty person management team and over three hundred team members in my downline; Established a platform for enhanced.
• Year over year P&L improvement to bottom line management as it relates to service profitability by leveraging national relationships for purchasing and optimizing operational reconditioning platform
• Benchmarked and enhanced customer service index, ultimately increasing scores by 10%, achieving a net 92% index
• Developed a national platform for sales inventory supply chain sustainability, increasing throughput by 30%
• Implemented leadership development and succession planning for transformational change management
• Implemented scrum approach to problem-solving and project management that was adopted across service and throughout other functions within the organization.

Tempe, AZ, US

• Implemented lean processes as it related to full-scale reconditioning of vehicles and was responsible for the introduction, development and embedding of lean adoption across organization.
• Key results included reduced shop and lot footprint by 25%, Shortened unit cycle time by 40%, and revenue generation through scrap and byproduct purchasing program implementation
• Partnered in development of IT interface using Agile methodology to support the production system outlining both stories and epic projects
• Employed value stream analysis mapping current and future state streams to guide rapid improvement events. This methodical process ultimately led to a reduction variation within processes, ease of management, training.

Design, develop and implementation of a strong business plan and assisting in the establishment of a successful structure for a new and growing business. Performed analysis of operations to ensure substantial gains and efficient use of resources in addition to: - All phases of market research- Business planning- Staffing- Training- Payroll

Richmond, Virginia, US

• Successfully completed and management rotation program including Cosmetic and Parts Supervisor roles, Technical Production Manager, Reconditioning Production Manager and Operations Manager in effort to ultimately lead.
• Implemented Quality Focus Program which drove down reconditioning costs in the traditional model, saving an estimated $30MM
• Supported successful grand openings against a structured timeline, training team members to prepare for opening and enhancing their onboarding experience
• Decreasing door-to-door cycle times by ~2.5 days
• Mitigated rising reconditioning costs and lowering the per vehicle cost by an average of $300 for an annual overall average savings of $120MM

Lean Six Sigma Black Belt, Lean Six Sigma

Bachelor Of Business Administration - Bba, Business Administration And Management, General

Associates In Arts Degree, Engineering