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Accomplished Engineering and Operational Excellence Leader in Global Manufacturing environments, leveraging a distinguished and time-tested career implementing business solutions that optimize resources, deliver cost savings, and improve overall business performance. Mastery in combining operation excellence processes and quality management of critical systems and processes with tactical execution that optimize long-term gains and profitability. Strong background providing practical advice about Continuous Improvement strategies that create competitive advantages in the face of ever accelerating technological trends. Driving force for innovation and positive change, developing corporate cultures, and igniting growth across plant operations, resulting in bottom line profits and organizational excellence. Advanced ability to build and manage partnerships with stakeholders, board members, and fellow executive leaders to support strategic planning and the company mission.Core Competencies that Drive Success: Supply Chain - Quality Assurance - Lean/Sigma - Business Transformation - Operational Excellence - Value Stream Productivity - Lead Time Reduction - Multi-Site/Global Programs - Strategy Deployment - Safety Hazard Reduction High Performance Teams - Time/Project Management Quality/Problem Solving✅ Over two decades of exclusive focus on Operational Excellence, encompassing leadership positions in Quality, Supply Chain, Production, Facilities, and Repair Services.✅ Skilled at collaborating with production, engineering, accounting, customers, and suppliers to pinpoint inefficiencies and devise enhancements.✅ Engaged with over 250 manufacturing facilities across 15+ countries, guiding teams towards Operational Excellence. Received mentorship in Six Sigma from Allied-Signal Masters and in Lean methodologies from former Toyota trainers.✅ Founded a specialized coaching firm in 2008, dedicated to the development of clients and instructing Lean/Six Sigma courses at the Clemson Center for Corporate Learning.✅ Directed Strategic Deployment (Hoshin Kanri) initiatives across all management tiers, focusing on growth, productivity improvement, defect minimization, and team development.✅ Accountable to the CEO/Chairman of the Board for spearheading corporate continuous improvement efforts through strategic planning and execution of Lean and Six Sigma methodologies.RANDY WILLISBringing People Together for a Common Cause to Solve Problems and Improve Business Performance Indialantic, FL | P.704.941.1940 | randywillis10@yahoo.com
Operations And Kaizen Executive Leader
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Randy WillisOperations And Kaizen Executive LeaderIndialantic, Fl, Us
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Randy Willis. Proactively Seeking My Next ChallengeOperations And Kaizen Executive Leader 2024 - PresentAward winning and proven executive with broad industrial background in operational excellence at multi-national companies. Expertise in establishing the vision and strategies while partnering with leadership at all levels to lead organizations to success. Utilizes cross-functional background with deep Lean/Sigma tool set to rapidly understand non-obvious problems, deploy innovative solutions, and achieve significant business transformation, improvement, and growth.
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Chief Operations OfficerBk Technologies 2018 - Dec 2023West Melbourne, Florida, UsBK Technologies is deeply rooted in the Public Safety Communications Industry and manufactures high specification communications equipment of unsurpassed reliability and value for use by public safety professionals and government agencies, as well as radios for use in a wide range of commercial and industrial applications. • Reported to CEO/President and responsible for leading Production, Supply Chain, Quality Assurance, Customer Service/Repairs, and Facilities. Member of Executive Team responsible for execution of business plans from raw material to shipment with accountability to the Board of Directors. • Led Strategic Deployment (Hoshin Kanri) activities for all levels of management ensuring growth, productivity, defect reduction, and team member development. Chaired monthly and quarterly business review meetings.Key Accomplishments: Lean transformation of Portable, Mobile and Accessory Value Streams using 10 Step Model. On-shored 75% of all Far East purchased parts. Lead time reduction: Production - 60%, Repair center – 70%. Improved First Pass Yield from 83% to 98% - Inventory Reduction on top 80% of 42%. 2023 Shipments increased 31% YoY. -
Vice President, OperationsBk Technologies 2017 - 2018West Melbourne, Florida, Us• Formed and led Continuous Improvement team implementing Lean Production System with 3-year strategic plan. Implemented one piece flow models for all assembly/test lines reducing lead time from 3 days to 24 minutes. • Initiated Quality Council with cross functional team to drive PDCA problem solving across multiple departments. Led organization redesign resulting in reduction of 2 management levels.
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PresidentTarget Velocity Consulting, Inc. 2009 - 2017Indialantic, Florida, UsLean/Six Sigma Consulting firm based in Charlotte, NC• Leading Lean transformations in manufacturing, service, healthcare, construction, and non-profit organizations using the principals of the Toyota Production System. Working with C - level executives to develop Lean Business Systems for organizational alignment and development of high velocity results for customers and shareholders. • Experienced Sensei leading shop floor development of PDCA thinking with A3 problem solving program. Specialties include Mixed Model solutions for dealing with variation in low volume/high mix processes. -
Vice President - Continuous ImprovementCircor International 2007 - 2009Burlington, Ma, UsCIRCOR International is a global manufacturer specializing in highly engineered, complex, and severe environment products that serve long-term, high growth infrastructure markets, including oil and gas, power generation, industrial, and aerospace & defense.• Reporting to CEO/Chairman of the Board and responsible for leading corporate continuous improvement through the planning and implementation of Lean and Six Sigma methodologies. • Partners with Corporate, Group and Business Unit leadership to ensure the corporation’s transformation to a culture of operational excellence and continuous improvement. • Provides Quarterly/Annual Board of Director updates. Reports include 4 Directors of Lean and 20 Site Lean Leaders. Global customers include Aerospace, Energy and Instrumentation markets for valve and fluid controls.Key Accomplishments: Established first Corporate Office of Continuous Improvement for Global Operational Excellence. Led development and deployment of Circor Business System using PDCA thinking. Recruited a global Lean/Sigma Director Team while top-grading site Lean Leaders in 2009.• Developed and implemented Strategy Deployment process for global alignment of key breakthrough initiatives contributing to a 19% Top Line Growth while AOI increased 62% in first year.• Launched Model Value Stream concept to deploy rapid Lean transformation across multiple Groups and Business Units. Achieved average improvements of 30% productivity, 22% inventory turns and 39% cost of quality in 14 months while reducing Lead Time by 50%. Co-authored CIRCOR Basic Problem-Solving training and certification program for 2000+ Team Members. -
Group Lean & Quality ManagerParker Hannifin 2005 - 2007Cleveland, Oh, UsParker Hannifin is a Fortune 250 global leader in motion and control technologies.• Reported to Senior Vice President Operations and responsible for 5 Pump & Motor Divisions with >$450M in Sales. Responsible for implementing the Parker Lean System for the entire enterprise of 9 sites and ensuring annual improvements are achieved in Sales, Earnings, Customer Service, Inventory, Productivity, Quality and Safety while leading 9 Lean Experts. Major customers include Caterpillar, John Deere, Bobcat and JLG.Key Accomplishments: Delivered Lean transformations in all Business Units leading to improvements of OTD 88% to 94%, DSI 49 to 40 Days, RPPM 3,370 to 2,598, Wages to Sales 19% to 18.2, Sales/Associate $258k to $282k, Days Late Backlog 3.8 days to 2.7.• Awarded CEO honor for Best Parker Lean site as part of Chelsea Products Division Team in 2006 which increased revenues by 31%, Productivity by 45% and DSI improvements of 40%.• Assisted Gear Pump Division in Plant Closure and Consolidation into Kings Mountain Facility in 2007. Developed and led Lean/Sigma education for global leadership training of Lean Boot Camp I & II. -
Six Sigma Plus Leader - AmericasHoneywell 2002 - 2005Charlotte, North Carolina, UsReported to Division Six Sigma Director and responsible for Functional Six Sigma leadership for the $1.0B Americas Core Services. Six Sigma Plus activities include DMAIC, Six Sigma for Growth, and Lean Enterprise for Home Building Solutions businesses. Direct reports include 1 Master Black Belt 8 Black Belts, and 1 Lean Expert.Developed and led Project Velocity, introducing SBE to Lean/Sigma program to improve Lowest Total Installed Cost position. Functions include Sales, Estimating, Design, and Installation. 2003 YTD results are $ 4.5M Op. Income Growth and $3.0M Cost Out. Lead Quest for Excellence Team (winner for ACS – Services).Developed and led Service Edge, sister project to Velocity, to achieve Service Excellence for ACSS Service Customers and productivity. Functions include Sales, Estimating, Capacity Planning, Global Service Response (Call) Center, and Field Service execution. 2003 YTD results include $1.0 improvement in YoY. -
Global Quality/ Six Sigma Leader - Specialty Materials DivisionHoneywell 2000 - 2002Charlotte, North Carolina, UsResponsibilities• Reported to Division Six Sigma Director and oversaw seven North American and two global sites for $1.2 billion Nylon System SBE initiative with 3,500 employees.• Directed Six Sigma, Lean Enterprise and Quality System activities, including industry-leading Chemical Intermediates, Converted Films, Engineering Plastics, Lactam and Nylon Fiber operations. • Managed Customer Excellence Group and three Master Black Belts, five Black Belts, and one Lean Expert.• Hosted biannual Stable Operations Leadership offsite conferences for goal tree deployment and target setting and trained on Six Sigma Black Belt, Green Belt and Lean Enterprise.
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Operations Leader - Aerospace Services DivisionHoneywell 1998 - 2000Charlotte, North Carolina, UsAccomplishments• Increased shipments 10% and productivity 23%, reduced TAT 16%, achieved non-value-added savings of over $6.2 million and contributed $1.8 million in operating income by championing Lean Production systems.• Implemented High Performance Work Organization in all production cells while reducing supervision by 20%.• Honored with 1998 Alabama State Quality Award, 1999 Alabama Productivity Center Team of the Year and 1999 Quest for Excellence Innovation Awards.Responsibilities• Reported to Site Leader and managed 210 associates for aerospace repair facility servicing all major global commercial airlines, providing industry-leading TAT and with site revenue of $140 million. • Led Six Sigma Quality Systems throughout product flow and completed Blackbelt Training.• Spearheaded transition from traditional organizational structure to High Performing Work Organization and Business Unit Structure.
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Manufacturing ManagerMetal Fab Corporation 1993 - 1998
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Manager Of Total QualityMetal Fab Corporation 1991 - 1993
Randy Willis Skills
Randy Willis Education Details
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East Carolina UniversityIndustrial Technology -
East Carolina UniversityIndustrial Technology
Frequently Asked Questions about Randy Willis
What company does Randy Willis work for?
Randy Willis works for Operations And Kaizen Executive Leader
What is Randy Willis's role at the current company?
Randy Willis's current role is Randy Willis.
What is Randy Willis's email address?
Randy Willis's email address is rn****@****ail.com
What schools did Randy Willis attend?
Randy Willis attended East Carolina University, East Carolina University.
What skills is Randy Willis known for?
Randy Willis has skills like Six Sigma, Value Stream Mapping, Lean Manufacturing, Continuous Improvement, Operational Excellence, Kaizen, Process Improvement, Manufacturing, Toyota Production System, 5s, Operations Management, Black Belt.
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