Pam Cagle Email & Phone Number

Managed deployment of bottom-up Lean Six Sigma (LSS) program implementing Black Belt curriculum and certification. Hired and coordinated team of LSS Black Belts to train and mentor projects strategic to business. Analyzed and identified key areas of company for LSS to promote better problem solving, using data-driven decision making and improving efficiencies with LSS methodology. Completed final review of projects for closure verifying success. Developed ROI on LSS program. Held responsibility for development of intellectual property. Created Lean Six Sigma White Belt Program. Collaborated with private university to integrate Walmart LSS Black Belt certification into MBA with an emphasis in Global Continuous Improvement. Moved department from cost center to self-funded. Established departmental yearly metrics, such as goals for number of projects to close, monetary value per year, as well as classes to create.

Orchestrated hiring of team to deploy bottom-up Lean Six Sigma program. Led team of Lean Six Sigma Master Black Belts and Black Belts, creating curriculum for Green Belt and Champion training. Identified key areas of company requiring Lean Six Sigma to drive better problem solving with data-driven decision making and to improve efficiencies using LSS methodology. Defined Lean Six Sigma program for company. Set departmental yearly metrics and responsible for intellectual property written for LSS classes. Established Master Black Belt recruiting practice.

Oversaw introductory, intermediate, advanced, and overview classes of Continuous Improvement. Enhanced Continuous Improvement communication outside of Benefits Department. Generated interest in Continuous Improvement via email hints and newsletter. Transferred Continuous Improvement successes and process improvement to numerous countries. Quantified and reported Continuous Improvement successes. Conducted Continuous Improvement training in Walmart Canada and Walmart Germany. Created recognition program for successful continuous improvement projects. Coordinated Continuous Improvement advisory board and served as ambassador of Continuous Improvement to company.

Collaborated with three other GE call centers on best practice sharing weekly. Held responsibility for improving engagement of management staff on GE corporate initiative of Six Sigma in facility. Trained management employees to Six Sigma certification and mentored their Six Sigma projects.

Consolidated and created more efficient quality monitoring program between four U.S.-based contact centers and two India-based centers. Developed monitoring program highlighting consistency with ability to calibrate between centers. Formulated self-paced learning center to enhance hard and soft skills. Designed method which calibrated quality monitoring in multiple centers.

Held responsibility for $5,600,000 call center business with 139 employees. Led managers and representatives answering calls from doctors, hospitals, and clinics requiring field engineer to repair equipment. Reduced overtime usage by 57%, resulting in $60,000 savings. Increased call productivity 3% by implementing skills-based routing. Restructured holiday and weekend staffing schedules, yielding 50% payroll reduction. Identified and addressed process gaps when merging new GE Medical acquisitions into current GE Medical Call Center.

Trained Appliance Call Center representatives to direct customers on performing self-repair for major appliances prior to scheduling service call. Managed team of call center representatives with required metric goals.

Provided on-going, region-based retail and sales development training for regional personnel to support increased region wholesale and retail performance, through Field Training Days, district meetings and seminars. Managed field training phases of Initial Sales Training for Mass Merchandise field sales new hires. Provided on-going training/development. Provided leadership, direction, and “train-the-trainer” training to support effective utilization of district trainer program, in concert with Sales Manager direction.