• Train North American colleagues, including executives in Lean Six Sigma • Conducted onsite Kaizens for Sales and Marketing, manufacturing, and R&D.• Partner with North American DLT executives, sales and marketing, and R&D to establish strategic plans for year-over-year results using Hoshin-Karni—Kaete methodologies.• Decrease the training time of Field Service Engineers from 272 days to 75 days• Create and implement North America's Tier Management levels (1-4), supporting three business units by incorporating business KPIs.• Created and implemented Steering Committees for 3 North American business units that incorporated facilitation of employee process improvement ideas that created additional cost savings on top of business projects in which senior leaders assigned resources• I deployed and facilitated the rollout of Lean Six Sigma tools and methods for three North American business units • Conduct live training sessions for North America and Europe on various Lean Six Sigma topics• Serve as the North American Lean Six Sigma facilitator and liaison for all initiatives.• Established, facilitated, and cultivate the North American Lean Six Sigma Advocate program involving over 350 employees who volunteered to assist three different business units in continuous improvement ideas

Overview: I aligned the organization for growth, executing operational processes that involve driving business development initiatives to generate new clients, increase sales, and market new strategies. Laid groundwork to establish and implement appropriate metrics to track business-specific outcomes while designing customized training material for clients in diverse industries such as healthcare, banking, insurance, manufacturing, and aerospace. Spearheaded efforts to ensure employees complete training programs and obtain certifications for Lean Six Sigma for White, Yellow, Green, Black, and Master Black belts. Partnered with business executives to generate high revenue growth through establishing and facilitating Hoshin -Kanri -Katta planning. • Prepared and presented top-level executives with reports detailing results from an ED staffing project that minimized downtime of 229,300 patients/year visited ER for level 3’s from 6.5hrs to 2.45 hrs through integrating GEMBA, Value Stream Mapping, and staff education.• Championed the process of decreasing LOS and AMA while driving a 23% increase in admission rate, which generated $745k in revenue gains (FMOLHS)(Our Lady of the Lake Hospital) through mentoring the ED staff team on inappropriate metrics and appropriate process management initiatives.• Generated and delivered comprehensive reports detailing results obtained from the successful execution of a 4-hospital project focused on decreasing Blood Culture contamination while reducing the baseline defect rate from 5.4% to 3%. The project also achieved a cost savings of $1.5M during the first FY after the deployment phase.• Accomplished in leading multiple Green Belt projects, which recorded a total of $13.5M in savings for the entire Hospital Quality Council (DFWHC) health system, which consists of 54 hospitals.

We work with healthcare CEO's, QA Directors, ED physicians, OR directors, Surgeons, Nurses, and Home Health Directors to improve bottom-line results and patient outcomes while reducing waste. Our technology enables us to predict process outcomes and capabilities, and we're equipped to assess healthcare organizations of every size. Once we've diagnosed issues, we collaborate with the executive team to create laser-focused strategies to truly transform both business and culture.

Molecular testing capabilities. As a Strategic Workflow Consultant, I collaborated with sales to create a total end-to-end diagnostic testing solution for optimum specimen flow, testing, and resulting optimal efficiency gains, accuracy, and quick testing results. I partnered with Roche Healthcare Consulting (RHC) to strategically differentiate both Roche systems and instruments from competitors. I differentiated accurate value-driven solutions to Roche customers inside and outside the laboratory. • Collaborated with Lab directors to implement Roche instruments that reduced TAT by 4 hours and increased COVID-19 testing capabilities • Designed laboratory layouts that increased floor space availability and enabled 2X the Molecular testing capabilities; this resulted in a 56% increase in specimen volume and reduced TAT for resulting by 42% • Collaborated with sales to provide Roche solutions that decreased hands-on specimen prep and instrument handling in some cases by 75%

Partnered with hospital laboratories to increase specimen flow for the core lab, which involved chemistry, blood bank, and specimen delivery, resulting• Conducted Kaizen events that proved specimen turnaround times by 37%• Trained employees in 3P, 5s, and VSM resulted in employee-designed lab flow • Built electronic simulations to validate and predict lab turnaround capability and capacity • Re-designed lab flow and layouts to accommodate vendors and delivery to the inpatient floors

Overview: Charged with launching Lean Six Sigma and Change Management methodologies to top executives, service line directors, unit managers, and frontline employees for the entire health system. Leveraged expertise in delivering quality presentations to 23 top-level executives which include surgeons and physicians. Forged solid rapport with 4 hospital facilities and fostered solid relationships with 24 C-suite executives to drive community outreach care for readmission patients. Recognized for stellar success in minimizing core measure 30-day readmissions for TKH, CHF, COPD, PNA, AMI, CABG while increasing Sepsis bundle compliance the entire health system.• Thrived in delivering quality presentations to interdisciplinary and top-level executives across 4 facilities to ensure that DON’s VPMAs and executives fostered collaborative team efforts to execute a Hoshin Kanri plan with a focus on minimizing CHF readmission rates from 23% to 10%as well as COPD readmission rate from 8.9% to 4.5%.• Led efforts to decrease readmissions by coordinating with teams to establish Proactive Patient Care models which involve maintaining solid working relationships with facilities, and interdisciplinary teams to oversee all discharged patients. • Partnered with top-level executives to utilize predictive analytics through deploying the LACE tool and Midas risk tool for readmitting patients into the current EMR which resulted in$3.2M cost saving for the health system as regards inpatient 30-day readmissions.• Streamlined workflow through establishing a systematic approach to process design which involves implementing appropriate performance measures that align operations with key requirements in collaboration with top-level executives.• Championed the effective delivery of care for FFS over 65 patients in collaboration with the entire health system, 15 SNFs, Hospice, Home Health, and Long-term care as well as generated $2.3M in revenue as a senior citizen center

Overview: Tasked with establishing and executing a Lean Six Sigma program from concept to launch through designing appropriate success metrics and leveraged knowledge of the proper tools for continuous improvement. Accelerated the development of a standard process for governance projects and selection initiatives while optimizing business and product lines across over 13 geographical states.• Pivoted the process of implementing Lean Six Sigma training and principles enterprise-wide for a staff team of over 20,000 employees • Offered exceptional consultation services to frontline employees to improve their proficiency in using the continuous improvement toolsets and data analytics.• Accelerated the go-to-market for technology concerning expediting medical claims process by 43% and presented top-level executives with reports on the use of DMAIC, DFSS, and Kaizen events.• Succeeded in conducting training and development program focused on standard methodology for staff teams which drove a 56% increase in customer satisfaction score for GA clients and generated $1.8M in new customer obtainment• Conceptualized and established Value Stream Maps designed to identify opportunities and bottlenecks in all business units.

Helped corporate executives to align the needs of the business via Hoshin plans; deployed business metrics; analyzed customer data based on complaints and attrition. In the e-commerce arena, I led process improvement teams in regards to improving Content Management Systems (CMS). • Deployed Lean Six Sigma principles and the DMAIC methodology enterprise wide. • Used Binary Logistic Regression to determine key customer drivers for determining critical (X's) that led to a 15% retention increase. Used DFSS techniques for developing processes for optimal customer collections.• Trained 13 Black Belts in higher order statistical techniques such as ARIMA and GLM. • Created VS maps to identify opportunities and bottle necks in the Bank of America.com web site releases and updates for e-commerce. • Utilized I-Grafx software to conduct Design of Experiment DOE's that investigated the optimal mix of head count. • Through process mapping, created and identified critical measurement points and created metrics for those process points. • Utilized Crystal Ball software to create business models to investigate optimal processes using Monte Carlo techniques.

Led process improvement teams and mentored Black Belts to rigorously apply the methodology of DMAIC, DFSS, and Lean to achieve business results. • Project managed a program to build an Anatomic Pathology laboratory from the ground up, • Maintained a $25M program budget• Completed a competitive analysis to distinguish the Quest brand from local competition, resulting in 20% market share• Introduced the use of Process Model simulation to proactively optimize work flow, thus incorporating Lean principles (Kaizen, 5s, Value Stream Mapping) to develop a robotics production line that saved $450,000 annually• Developed strategies aligned with short term and long-term business goals while maintaining an ROI of 65%

• Project Managed corporate project initiatives, reduced variation in identified processes, mentored and coached all Green Belts to timely project completion, taught statistical tools to management and Green Belts • Deployed the usage of the Lean Sigma principles and the DMAIC methodology enterprise wide• Achieved 65% reduction in occurrences of Delivery Refusal of all Consumer Business Desktop systems that generated a $2.1M cost avoidance • Mentored and coached Green Belts on 10 projects; 70% were completed in 4months, with a total COPQ savings of $450k • Instructed Green Belts and management team on the uses of Hypothesis testing, DOE, and Gauge R &R, which led to a 45% increase in productivity

• Developed new techniques that improved process capability and control using Six Sigma methods, reduced defects in all manufacturing processes by developing new techniques to engage the customer on requirements of manufacturing. • Developed an automated process to obtain real-time frequency control for the Branson 900MA power supplies where the goal was to cool welding horns during manufacturing - resulted in 56% reduction of horn damage• Implemented automatic Thermographic imaging that resulted in annual savings of $345k• Automated (SPC) analysis with the use of data loggers which resulted in 25% reduction of in process defects.

• Project managed the launch of desktop platforms to a timed consumer market, maintained all quality metrics and provided executive reviews• Identified key customer requirements • Successfully launched a new series of desktop computer that exceeded goals by 15% and obtained a FPY of 98%, marketed 30 days prior to forecast • Identified customer top ten complaints through VOC, reduced complaints by 62% and saved $180k in customer returns• Created an end-to-end Customer Quality plan using DFSS principles that resulted in $370k reduction in customer complaints• Trained 15 employees in the DMAIC methodologies that resulted in Green Belt certifications

Implement new audit process for all worldwide sites; create faster systems to display manufacturing procedures. Apply Six Sigma to problem-solving and improve machine build time by eliminating waste and idle time• Reduced occurrences of Delivery Refusal of all Consumer Business Desktop systems with a 65% reduction that generated a $2.1M cost avoidance.• Mentored and coached Green Belts on ten projects of which 70% were completed in 4months with a total COPQ savings of $450k.• Trained and mentored High Impact Cross-Functional teams on the DMAIC processes and methodologies. • Trained Green Belts and management team on the uses of Hypothesis testing, DOE, and Gauge R &R which resulted in a scratch specification criterion change that led to 45% increases in productivity.• Developed targeted metrics for Shipments vs. Delivery Refused. • Project Manage the Launch of desktop platforms to a timed consumer market, maintain all quality metrics and provide executive reviews. Identify key customer requirements

Improving workflow by implementing Lean Manufacturing concepts and Kaizen events, create state of the art processes by using Six Sigma skills. Improve cycle time by creating better work instructions.Results• Developed process flows through the use of Kaizen events and Promodel simulation software, which resulted in redesigned work, cells that reduced defects using Six Sigma methodologies. Improving customer quality by 20% that saved $ 379K in scrap and rework• Implemented ergonomic improvements in the work areas that saved the company $1M in back injuries• Implemented an automatic Vision system that would validate machined parts met acceptable criteria • Automated a systematic Borescope process that proactively detected debris that was logged inside of jet carburetors• Completed (2x3) full factorial modeling technique, that created a new chemical process for testing fuel controls utilizing rust inhibitors, daraclean 615, duracoat 212, and dionized water.