Michael Nystrom Email & Phone Number

Insurance, Workers Compensation, Consulting, Lean Value Stream Improvement for ICW GroupApril 2018 to present* Apply Lean Six Sigma methodologies and RLG International's Operating Rhythm to help facilitate frontline employees, supervisors, and managers in achieving step-change performance improvements in three high-profile value streams, First Notice of Loss, Intake Processing and Corporate Services, and Triage. Oil and Gas, Consulting, Change Management, Control of Work Advisor for British PetroleumOctober 2014 to March 2018* Advise, coach, consult as both subject matter and leadership performance expert. Provide highly effective direction, coordination, and communications for a large-scale organizational change involving a cultural transformation of the entire work force. Successfully implemented and sustained improved Control of Work related safety policies, processes, as well as frontline and leadership behaviors needed to drive improvement throughout the 5,000+ person Alaska region and positively impact a global rollout to over 100 facilities. Result: An engaged workforce that continually improves the effectiveness of risk assessment and risk control processes that produce substantial improvements in safety performance and large reductions in the number and severity of Control of Work related incidents.

Bremerton, Wa

* Lead and direct 300-person department responsible for planning, executing, and monitoring the quality assurance program for 12,000 person nuclear-capable naval shipyard including inspections, physical and chemical testing, non-destructive testing, audits, surveillances, failure mode analysis, and the identification, investigation, and evaluation of quality problems to continuously improve programs, methodologies, and work processes.* As a senior manager (VP equivalent), lead organization-wide initiatives to improve leadership effectiveness, development of personnel, and overall productive capacity for $3B organization.

Bremerton, Wa

* Special assignment. Lead and direct senior shipyard management team through developing & accomplishing key strategic objectives related to organizational behavior improvement initiatives designed to improve performance on multi-million dollar aircraft carrier and submarine maintenance & modernization overhauls, including broad-scoping improvement opportunities identified during operating license regulatory evaluations.

Pearl Harbor, Hawaii

* VP level position. Applied innovative performance improvement techniques to integrate applications of learning organization, lean six sigma, deck-plate coaching, and knowledge management principles across the shipyard to produce significant performance gains and become recognized as a best practice across the Department of Defense (Robert T. Mason Award).* Implemented highly successful communities of practice consisting of trades workers, engineers, and support personnel to create high performing teams that significantly improved safety, quality, cost, schedule and organizational behavior. Business areas supported by community of practice improvement efforts delivered annual 10 – 40% increases in cost and schedule performance across major shops and projects in nearly $2B organization.

Bremerton, Wa

* Successfully led large-scale organizational and cultural change at 25,000-person naval shipyard field activities. Widely recognized across DoD as a role model transition to pay-for-performance management system. * Applied expert skills in project management, negotiation and mediation techniques, cross-organizational team building, interfacing with congressional and union organizations, including managing important media and public relations issues.* Naval Sea Systems Command and Department of Navy representative as DoD senior advisory group member; provided expert testimony to Presidential appointed Defense Business Board.

Bremerton, Wa

* Extensive control of work operations in hazardous environments.* Implemented rapid improvements that propelled first-time Ohio-class submarine refueling from poor performance conditions to positive schedule and cost variance (0.5 to nearly 0.9 within two months, greater than 1.0 in six months) while simultaneously planning two additional refueling projects ($200M) and nuclear fuel trans-shipment operations.

Bremerton, Wa

* Waterfront Operations Manager; Nuclear Test Engineering Division * Assistant Project Superintendent (Nuclear); Operations Department * Planning Manager, Nuclear Test Engineering Division * Chief Test Engineer, Nuclear Test Engineering Division * Assistant Chief Test Engineer, Nuclear Test Engineering Division * Shift Test Engineer, Nuclear Test Engineering Division

M.S, Public Affairs

B.S, Mechanical Engineering