Patrick Algiere Email & Phone Number

Crofton, Md, Us

Washington D.C.

Lean Promotion Office / Master Black Belt, District of Columbia Department of Human Resources+ Leads a 5-year contract developing a centralized Lean Six Sigma program for 70+ agencies. + Developed 45 managers using a hands-on, Kata style coaching to teach how to lead workgroups using A3 practical problem solving methodology with six sigma tools.+ Delivered value proposition to Council members backed by demonstrated results.+ Designed a tailored leadership and practitioner Lean training curriculum for the District.

Franconia, Va

Principal / Business Development / Project Manager / BPA Program Manager+ Demonstrates ability to become a trusted lean advisor who positively influences senior leaders and diplomatically drives an action-biased culture of continuous improvement.+ Leads multiple client consulting teams and grows team skills, capability, and confidence. + 100% of clients rated performance exceptionable with strong recommendation to others.+ Co-authored 16 winning proposals for $63M in performance improvement services sales. + Top 10% performer last 5 years and exceeded balanced scorecard goal by 130% last 2 years.

Washington D.C.

+ Led analytic and strategic communication support teams for the 2019 President’s Management Agenda and White House Strategic Plan to Reform the Federal Government+ Facilitated analysis of reform proposals from 24 federal agencies and 120,000 private citizens.+ Provided analytics for performance improvement policy, congressional testimony, and over 50 cross-agency efforts in support of OMB Memo M-17-22.

Alexandra, Va

+ Led engagement of a $30M 5-year contract to provide the continuous improvement professionals for the Department of Defense’s Performance Improvement Program.+ Facilitated the initial workshops used to develop the DoD’s 2017 policy integrating Business Process Reengineering into the business system acquisition process.+ Trained and coached Lean techniques to over 100 leaders and 1000 team members.+ Facilitated Scrum sprints that delivered 40 process improvements in parallel with agile business process management system development to achieve a 56% reduction in time.

Crystal City, Va

+ CPI Program Office Contractor Manager / MBB for DoD’s Joint Improvised Explosive Device Defeat Organization (JIEDDO), a 3 star command with 2800 personnel. + Built a command-wide team of MBBs, BBs, and GBs and incrementally increased the capability of the team to deliver greater challenges and improvement results. Within 9 months, directed the execution of over 34 completed CPI activities. + Implemented a strategy that started with many small quick wins to build exposure while worked to engage leaders in strategic efforts. + Under the request of the Lieutenant General Commander, designed and executed a command climate survey then guided the analysis of over 5000 comments. Leveraged the survey results to identify 30 cross JIEDDO targeted improvement areas then coached leadership to seize the opportunity to improve performance of the command. + Established a Command wide improvement action plan tracking tool used by the LTG Director. Brief the General his leadership team’s action plan status monthly as part of his score card.

The Pentagon, Arlington, Va

+ Provided Master Black Belt level expertise to meet the requirements of the Deputy Secretary of Defense mandate to incorporate Continuous Process Improvement / Lean Six Sigma within the Department. + Formed the DA&M LSS program office administration support infrastructure and leadership governance under guidance of the DA&M Deployment Director.+ Member of the DoD wide CPI / DCMO Senior Steering Committee as DA&M’s MBB Advisor and Portfolio manager. + Serves as DA&M’s CPI technical authority advising leaders on process improvement and performance management policies, directives, operating instructions, and precedence based on industry and other DoD CPI programs.+ Partnered with CPI training leaders across DoD to improve and standardize CPI training material as a member of the enterprise level common training curriculum team.+ Facilitate cross organizational process improvement activity leveraging DA&M organizational structure mission and goals and fostered a common CPI philosophy that puts the customer first.+ Deliver OSD LSS Project Champion training, Project Identification Workshops, and Tollgate Mentoring.+ Performed project tracking, deployment metrics management, tracking system training, and developed component briefings for the Deputy Secretary of Defense.+ Provide individual Belt & Team project delivery coaching, team building mentoring, advanced statistical and analytical support, and problem solving skill development.+ Aligned CPI GB training with project delivery based on a Learn-Do-Deliver instructional design training principle that balances didactic with experiential learning.+ Incorporated small group activity into GB curriculum creating an interactive learning experience that simulates team problem solving while meeting Washington Headquarter Service's need for small GB class sizes.

The Pentagon, Arlington, Va

+ Shared Service Performance Adviser to the Office of the Secretary of Defense Director Administration and Management (OSD DA&M).+ Designed and executed a structured improvement methodology to facilitate 7 cross directorate teams to process flow map, analyze, and improve of 38 critical DA&M services provided to the 210 presidential appointed officials for the Department of Defense. + The approach determined areas of high risk for potential negative impact on DA&M’s ability to provide a good first impression to the transitioning political appointee. The result was the rapid identification of 40 process improvement actions that could be feasibly implemented within given constraints to immediately effect DA&M processes. + Provided MBB guidance as a driver of an enterprise level project to eliminate delays in the Political Appointee hiring process. Determined customer dependent process steps and led rapid process improvement activities with customer participation that minimized these external noise factors effecting DA&M's internal process. The effort resulted in a reduction of the time to process hiring action by 56% without additional resources. + Delivered a set of innovative, feasible solutions to resolved complex Transition Tasking management system inoperability issues. Performing detailed analysis, determined root causes, and corrected over 9000 software code and database relationship errors within given system boundaries and time constraints.

The Pentagon, Arlington, Va

- Provided Lean Six Sigma Master Black Belt CPI expertise advising senior leadership in identification of projects.- Delivered $4.0 Million in cost avoidance by mentoring Black Belt and Green Belt led projects to completion. - Facilitated the ASA(I&E) community joint LSS Governance Review Board chaired by the Commanding General. - Developed LSS deployment metrics, performed metric analysis, and developed Governance Review Board briefings. - Provided Project Sponsor training to ASA(I&E) Non-Career Political Appointed and Career SES leadership.- Provide guidance and direction as a subject matter expert on the administration of Lean and Six Sigma. - Provided mentorship and team building guidance using the Army’s LSS DMAIC structured process improvement methodology to guide Black Belts and Green Belts to deliver results and obtain Army LSS certification.. - Performed financial analysis to estimate business case and validate financial cost savings and avoidance. - Conducted deployment wide assessments and advised deployment director with potential corrective actions.- Provided basic as well as advanced statistical analysis and training using Minitab software. - Provided training and help desk support for the LSS project tracking system as a Powersteering Super User.

World Headquarters, Dearborn, Mi

+ Led the Kaizen Sensei Leader Development Program for Ford of Europe, Jaguar, Land Rover, and Volvo automotive companies. + Taught, coached, certified, and provided ongoing mentoring for 15 Kaizen Sensei MBBs.+ Led 40 accelerated problem solving projects using focused 6-Sigma Kaizen events delivering $21 Million in annual savings and 247 point increase in customer satisfaction.+ Led 5 MBB teams by request of Land Rover’s President to solve new production system failures using Theory of Constraints and Kaizen achieving $6.8 Million annual savings. + Resolved an $800k systemic issue that affected several models across multiple platforms + Refreshed and improved the instructional design of MBB, BB, and GB training modules.

The Rouge, Dearborn, Mi

+ Collaborated with manufacturing engineers and UAW team leaders to advance Ford’s Lean journey by integrating Lean design principles into the new Taurus factory design.+ Coached the F-150 New Model Program Team on Lean design and management principles.+ Partnered with Mazda to develop and pilot an enhanced prototype validation process (3P) that identified and resolved workstation and material flow design issues. + Led four Design Kaizen Events for components on the critical path that identified and avoided two failure modes avoiding considerable rework and potential program delay.

Torington, Ct

+ Achieved $5.5 million annual savings leading an enterprise-wide war on waste for a community hospital through the facilitation of 30 management engaged Kaizen events.+ Introduced cellular production, takt time, and standard work in laboratory services that improved STAT response time 50% while reducing labor 30%.+ Established a pull production system within surgical services that achieved a continuous patient flow using the circulating nurse as the trigger and delivered a $500,000 savings.+ Reduced the average emergency room length of stay from 85 to 57 minutes by Implemented a Fast Track production process.

East Hartford, Ct

+ Extended the Lean production system to 30 suppliers across 4 countries by coaching executives and teaching Kaizen reducing the commodity wide lead times by 30%.+ Coached during over 50 Kaizen events by Shingijutsu Sensei, including an original member of the Autonomous Study Group initiated at Toyota by Taiichi Ohno.

+ Led a 28 person Lean production cell practicing Lean principles hands-on, by doing, under the guidance of Shingijutsu Sensei. + Lead multiple Kaizen events and provided Lean / JIT train-the-trainer instruction. + Reduced ramp up of development hardware by 50% leading a series of pre-production kaizen events. + Department Led coordinating activities and managed corrective actions achieving ISO 9001 certification.

+ Implemented a TQM based continuous improvement strategy while achieving ISO 9001 certification.+ Trained and coached union employees in measurement system analysis and statistical process control + Developed, implemented, and managed the facility calibration and gage control system+ Co-authored divisional quality assurance manual, local procedures and work instructions

Master Of Science - Ms, Manufacturing Engineering With Lean Operations Management

Bachelor Of Science - Bs, Mechanical Engineering

Activities and Societies: Ocean Engineering Concentration; Volleyball