Richard Coley Email & Phone Number

Concord, Nc, Us

At Strategy Performance Advisors, we focus on five key categories to help organizations reach their full potential:PeopleLeadershipCultureContinuous ImprovementSupply ChainThese core areas form the foundation of our proven Nexus System, a strategic approach that guides businesses from their current state to an optimized future state. By identifying key skill gaps and aligning strategy with execution, we empower organizations to drive performance, profitability, and sustainable growth. Whether it’s consulting, coaching, or training and development, we provide the roadmap to success, with people always at the heart of everything we do.

Lexington, Kentucky, Us

"Strategic Operations Leader | P&L Ownership | Cross-Functional Improvement Expert | Driving $130M in Annual Sales"Seasoned strategic leader with over 25 years of experience driving operational excellence and sustainable growth. Proven track record in managing P&L for a $130M facility, collaborating cross-functionally to develop and implement improvement initiatives that align with business objectives. Passionate about empowering teams, optimizing processes, and delivering measurable results.

Portland, Maine, Us

"As VP of Lean Enterprise Transformation at Martin's Point Health Care, I spearheaded the design and execution of an organization-wide Lean strategy across nine primary care sites, two health plans, and multiple support departments. By partnering with executive leaders, I drove a transformation that saved over $1M in the first year, achieved a 78% improvement in focus on key performance metrics through balanced scorecard alignment, and built the first internal Lean team of Senior Strategic Performance Advisors. My leadership enhanced operational efficiency and financial stability, aligning our organization with sustainable, long-term success."

Vancouver, Wa, Us

As a leader of a dynamic team of Senior Performance Advisors, I provided targeted coaching to senior and executive leadership teams while collaborating with front-line managers to design and implement effective leadership alignment strategies. I successfully launched Lean initiatives across diverse industries, including non-profits, service organizations, manufacturing, healthcare, and government agencies. My approach focused on fostering collaboration and driving operational excellence, resulting in measurable improvements in performance and organizational effectiveness.

Us

Developed vision, objectives, and roles/responsibilities for 150,000 sq/ft facility with 150 hourly and office staff employees; P&L responsibility of $65M in revenue per year• Conceptualized and implemented new manufacturing floor process utilizing core Lean principles of 5S, visual controls, cellular systems, and KANBAN • Improved labor hours efficiency by 15%, reduced overtime dollars by 18.48%, and improved overall companywide labor efficiency ranking to 4th in nation and 2nd in region • Launched internal safety program and improved corporate safety audit score 34% • Reduced inventory dollars by 20% • Cut delivery costs by 15% • Executed strategic plan to address union, employee and staff concerns using MDI initiatives• Negotiated removal of individual incentive pay structure and introduced an hourly pay scale • Implemented key training based on staff skill assessment driving immediate improvement • Installed department and "Area Visual Metric Tracking Control" boards • Launched implementation of monthly department policy deployment scorecard • Provided environment for a successful Lean Sigma conversion

Us

Led 78,000 sq/ft facility with 80 union employees and operational staff members and $35M in sales into next phase of Lean, applying MDI and Policy Deployment strategies. • Collaborated with internal CI coordinator to develop and apply a new format of executing 20-day projects adopted as "Best Practices" throughout the company• Improved labor efficiency by 19% • Implemented plant-wide 5S program; improved 5S score by 64% and reduced OSHA recordable injuries by 28%• Enhanced the Quality Program by applying Lean Six Sigma-based methods; plant achieved "Sealy's Circle of Excellence Quality Award" for 2004

Us

Promoted to plant supt and later to asst. plant manager of the 230,000 sq/ft facility. Led team of five supervisors, four maintenance techs, safety coordinator, three department leads, and unionized hourly workforce of 200 employees. • Reduced safety severity costs by $1.1M by implementing a safety coordinator position, adopting DuPont's STOP program, and applying 5S principles to the manufacturing process • Restructured production floor layout applying Lean principles to improve overall flow and communication; productivity improved by 14% • Assigned to Albany, NY, for two months as part of the training and start up team for new flagship facility

Us

• Managed over 50 hourly employees, one production lead and administered all progressive discipline as well as performance reviews• Implemented the Visual Factory within the areas of my responsibility as a supervisor and reduced labor costs by 22% • Implemented Company's first Quality, Safety, Productivity and Delivery Metric tracking boards

Us

• Key Member of Initial Companywide Lean Conversion group. Hired as the CI coordinator for the Corp. Manufacturing facility, led over 100 events, projects, and Just Do It's within the Corp. Office, and manufacturing facility, showing significant overall savings. • Created and Implemented Comprehensive 8 hour Day One Training for Lean (Kaizen) Implementation, which was adopted as the official Lean Training document , of company during its initial lean transformation roll out. • Guided plant through reconstruction of production floor, reduced overall manufacturing space by 30,000 square feet, and allocated space needed to construct current Corp. IT building. • Awarded Sealy's Chairman Award for contribution to highly visible project

Muscatine, Ia, Us

Leader of implementing Lean process throughout manufacturing and office environment with internal team of three hourly employees, one salary industrial engineer, two hourly maintenance techs, and an engineering intern. Senseis were Japanese Shingijutsu Consulting, TBM Consulting, and TSSC Consulting. Certified to lead and train teams and exposed to an endless reservoir of lean tools and unmatched experience from some of the original members of Toyota's initial journey. • Transformed an unproductive collection of miscellaneous production assembly lines lacking organization and standard process flow, by conceptualizing and implementing four distinct flow cells, producing like items and Increased productivity by 150%. • Established clear standard work, visual controls, engineering documents and production control standards throughout the facility• Coached by TSSC Consulting, Shingijutsu Consulting, and TBM Consulting in the art of 3P, TPM, 5S, Lean-Sigma, Policy Deployment, and breakthrough Kaizen blitz events. • Developed and successfully executed visual factory within veneer and laminate wood desk factories. • Introduced to Value Stream Mapping process, designed, and implemented flow lines with simple visual communication controls. • Led over 100 successful Kaizen events, projects, Mini events, and 3P implementations

Cleveland, Oh, Us

Hired as the first facilities Industrial Engineer and responsible for improving flow of production through ergonomic and process improvements• Maintained CAD plant drawings, led ISO 9001 engineering certification, and implementation of process improvements and lean principles; introduced to the Lean Methodology through the Demand Flow Technology Institute in Denver, CO• Redesigned top assembly area with ergonomic stations, standard work, and continuous PSI testing--improved efficiency over 100%• Leader of ergonomic implementation and reduced OSHA recordable injuries by 30%• Introduced facility to KANBAN system--reduced internal inventory and controlled overproduction• Promoted to lean implementation engineer in O-ring division; responsible for implementing demand flow technology within the manufacturing process

Friedrichshafen, Baden-Württemberg, De

Process engineer of two rack and pinion assembly lines responsible for improving productivity through quality improvements.• Reduced downtime by 23% through implementation of preventive maintenance program• Improved efficiency of test station by 30% due to machine quality improvements

Bs, Industrial Engineering

Certification, Lssbb

Certificate, Lssgb

Certificate, Lean Six Sigma