Susan Beauchamp Email & Phone Number

West Chester, Pennsylvania, United States

We offer optimization consulting to companies, governments and individuals who need to drive transformative change. We are seasoned Lean Six Sigma project and program managers, instructors and developers of training material, project team coaches and leaders as well as subject matter experts. Our experience is deep in continuous improvement methodologies across a multitude of industries. We use process mapping, Kaizen, risk assessments, balanced scorecards, performance measurement, workforce development, voice of the stakeholder and customer, root cause analysis, control plans and data analytics to help senior leaders transform their processes, their teams and their customers' perspectives. Recently, we have been working with clients who are undergoing significant growth through acquisition. Working directly with the leadership teams, we are able to respond to their need to transform. Nimble and results-oriented, we will listen to understand your initiative and jump in quickly to help you drive quick hits, mid and longer-term solutions. Together, we will address the root causes driving the need for change in ways which will excite your organization and your customers.Our online course platform, OpExecs Academy, hosts several courses several courses focused on operational excellence. Check out our courses on at Opexecs.teachable.com: project management, demand planning, change management and continuous improvement. We enjoy building these directly with our clients using their own examples, focus areas and vernacular.

Media, Pennsylvania

Lead team of continuous improvement professionals in the strategic execution of efforts which are prioritized by the CEO and his direct staff. Provide monthly executive updates on the pace and hit rate of our EBITDA-improving efforts. Coach, train and consult leadership and cross functional teams to improve customer satisfaction and operational efficiency. Use Lean Six Sigma as an enabler and a focus on metrics and data based decision making to help the organization to grow and enhance our competitive position while providing each employee the opportunity to engage in meaningful and safe work. First year of effort resulted in $7MM in savings affecting material conversion, reduction in customer returns and improvement in labor efficiency. 70 operational and finance leaders trained in lean Six Sigma Green Belt project leadership to drive these results. Worked with cross functional leadership team to develop new product introduction process to accelerate speed of decision making; focused on bringing new products to commercialization with better results for customer and company.

Villanova, Pennsylvania

Conduct live lectures to assist students in learning how to apply Lean Six Sigma at the introductory and advanced - green and black belt levels. Develop customized materials to teach Lean and Six Sigma methodologies to students in diverse industry backgrounds as well as several sections of students with Healthcare specific industry focus. Customized materials are utilized in weekly live lectures and are based upon project experiences in order to engage students and enhance their applied learning experience. 500+ students impacted.

West Chester, Pennsylvania

Beauchamp Consulting accelerates process optimization efforts by employing leadership-focused prioritization and flawless execution. Key practices employed include: Operational Excellence / Lean Six Sigma project methodology, executive coaching, project management and consultation as well as team facilitation and development. Customers include: DuPont, GE, AT&T, Verizon Wireless, HCL Corporation, the George Washington University and the District of Columbia Government. Targeted benefits include: driving an increase in customer loyalty, reducing cycle time and waste, improving quality and optimizing cost while growing the skillset of all employees. As a result, projects are delivered on-time while exceeding executive expectations and growing employees' ability to solve problems and impact change.Engagements are focused on senior leaders and their teams who are aggressively driving improvement over an accelerated time frame. Specific techniques frequently applied include: kaizen, process mapping and analysis, value stream mapping, project management, KPI and Scorecard development, Workout, Lean Six Sigma, net promoter score and other customer-satisfaction/improvement processes as required to achieve sustained results. Team coaching techniques include: team chartering, survey and feedback mechanisms as well as conflict resolution best practices.

Ge Corporate Sourcing

Contracted to consult as senior project leader for a variety of Corporate IT financial processes which provide billing data to GE businesses for IT shared services.1. Led Compute billing team to develop value stream maps which identified single points of dependency, wasteful process steps and billing inaccuracies. Developed governance/change process and reduced single points of failure by 30%. 2. Developed operational performance scorecards with key Telecom suppliers to identify billing inaccuracies (mis-match in billing data) leading to lack of payment and long process cycle times for ordering; Reduced mis-match billing transactions by 75%. 3. Created and digitized global compliance process to address country-specific Tax, Regulatory, Data Privacy, and local banking and invoicing requirements to ensure compliant onboarding process. Process enabled GE customers in 15 countries to go live using the shared billing platform within the first year.4. Led 3-year project with global team of Corporate billing and IT product leaders to increase transparency of $2BB of spend. Project ensured product catalog could be billed accurately on monthly basis with transparency. Effort included development of billing feed integration processes, 'virtual bill' to pilot pricing and scorecarding to highlight process breakdowns to be addressed prior to January GO LIVE; Resulted in on-time launch with >98% accuracy for reach of three years.5. Led billing project team to identify and reduce 75% of billing invoice transactional volume through transition to summary billing vs detailed product-based billing over a 6 month time period; 6. Used Kaizen, value stream and process mapping techniques with technical leadership team to develop standard operation procedures which described billing processes used to bill $10BB of IT and other corporate shared services to GE BU's.

Washington D.C. Metro Area

Contracted by the George Washington University to partner with the District of Columbia and other government agencies to provide customized Lean Six Sigma Green Belt and Champion training along with project management consultation to leadership teams. Teams identified solutions to address $50MM+ of opportunity to: increase process and budget transparency, reduce cycle time and improve customer satisfaction with district processes. Program was very popular with high potential leaders and agency directors, resulting in 40% promotion rate within 2 years of program completion and applicant pool of 150 people for 22 spots. Agencies who benefited from improvement projects included: Child and Family Services, Department of Behavioural Health, Howard University Hospital, Fire and Emergency Services, Department of Corrections, Metropolitan Police Department, St Elizabeths Hospital, DC Office on Aging, Department of Human Services, Department of Consumer and Regulatory Affairs, Office of Planning, Department of Health, Department of Youth Services, Office of Contracting and Procurement, Office of Unified Communications, Rental Housing Commision, Department of Public Works, Department of Forensic Services, Department of General Services and the Department of Energy and Environment.

Morristown, New Jersey

Team of Beauchamp Consulting consultants was engaged by AT&T to provide leadership and team consultation to provide transparency around the current process, create a billing and service scorecard and identify required improvements for a key AT&T corporate client. Project focus leveraged use of Kaizen action planning, Value Stream Mapping and Process Improvement techniques to enable improved ordering and billing process for Network Integration, Access and Ports and Telepresence. Effort resulted in a 65% reduction in billing defects causing lack of payment, development of automated process steps to reduce 15% of manual steps in contracting and ordering process and developing internal AT&T Six Sigma resources to continue scorecarding and improvement efforts.

Greater Atlanta Area

HCL Corporation engaged team of Beauchamp Consulting consultants to develop understanding of Telecom services' invoice matching processes to support a major corporate client. Documented all inputs to invoice matching process, worked with team to understand gaps and developed scorecard to improve invoice matching scope and accuracy %. Matching accuracy increased by 50% and $'s billed in dispute dropped 30% over the project lifetime. Led and facilitated session with executive leaders of HCL's client to share learnings and agree to improvements undertaken.

Hanover And Laurel Maryland

Contracted by the Senior Manager of Verizon Wireless' B2B Customer Call Service Center in Hanover, MD to lead several projects with customer service teams servicing the Northeast region. Projects utilized Six Sigma process improvement techniques in the areas of: customer facing inquiry response processes, customer-specific scorecards, net promoter scores and team project execution effectiveness. Consulting engagements included: 1. Developed a dashboard scorecard approach with their B2B customer service center specifically for a key Corporate client. Results of the plan were successfully reviewed with the Corporate client, leading to several years of engagement with Verizon Wireless. Focus on addressing gaps in the scorecard resulted in jump in Net Promoter Score for this Corporate client from 1 (minimum) to 10 (maximum).2. Developed and implemented Sales and Service oriented Six Sigma Green Belt training for over 100 sales and service personnel interested in participating in projects with their Six Sigma clients. 3. Led improvement project with B2B center focused on addressing Net Promoter Score Survey. Analysis showed the project should focus on reducing cycle time to answer customer inquiries. Call center developed new routing process and dropped cycle time from several days on average to several hours, a reduction of 80%. Project resulted in 286% increase in NPS over a one year period of time.

Wilmington, De

Contracted by the VP of Corporate Procurement, the VP of Six Sigma, Corporate Ventures R&D, and the Operations leader for the Packaging and Industrial Polymers business to lead several projects with Dupont teams over 4 year period of time. - Developed scorecard and improvement effort that reduced late payments by 40% for entire DuPont vendor scope and reduced cycle time by 25% for all invoices.- Developed Sourcing-specific Green Belt training and implemented training with 150+ Sourcing personnel. Transitioned training leadership to DuPont Master Black Belts.- Designed and facilitated global Sourcing Workout to reduce Corporate-led procurement cycle time. Team developed 'to be process' which reduced procurement cycle from 1.5 years to 90 days and successfully piloted new process with several procurement efforts.- Co-managed corporate-wide initiative, led by the VP for Six Sigma, where DuPont utilized an external benchmarking expert to compare shared services cost and effectiveness with other similar corporations. Baseline and recommendations were presented to Executive SG&A leaders and then used to prioritize Lean Six Sigma projects. - Accelerated the development of a new process for growth to identify new markets for a declining Packaging and Industrial Polymers business reporting to the VP of Operations. Over 6 months, team defined new process to identify opportunities for growth and achieved a 10% improvement in revenue after 12 months through new market development efforts and pricing actions.- Developed new process with Corporate Capital investment venture team to scorecard, evaluate and prioritize investment opportunities. Standard process was defined and implemented within 3 months and led to objective decision-making process for new corporate venture investment opportunities.

Mebane, North Carolina And Rockville, Maryland

Led the execution of Six Sigma in GE for a $250MM segment of the Electrical Distribution and Control Business. Executed Six Sigma projects while managing a team of 6 Black Belts who saved GE $2MM over a 2 year period of time. Simultaneously trained 100+ Black and Green Belts. Areas of expertise include: Sourcing, Customer Service and Manufacturing. Project scope included: Improving Paint Manufacturing Process, Reducing Cycle time of Electronic Assemblies, Improving visibility and availability of Warehouse Inventory, reducing defects in the Customer Service Call Center and reducing freight damage of large cabinets containing Electrical Distribution Equipment. Also developed a case study and portfolio of clients for launch in GE's first digital training platform: the Six Sigma Quality Coach. As the Market Development Leader, sold Six Sigma Quality Coach to a key industrial GE customer in the chemical industry and generated pipeline of $10MM.

Syracuse, New York: Plainville, Connecticut; Charlotte And Mebane North Carolina

Completed Manufacturing Management Leadership Program which covered various Manufacturing positions: Supervisory, Manufacturing Engineering, Technical Engineering and Quality over a 2 year period in GE Aerospace and GE Electrical Distribution and Control. Led several cross-functional global teams in pursuit of improving process quality in both manufacturing and customer service for the Electrical Distribution and Control business. Led sourcing activities for a $250MM subset of the business, comprising over $50MM in direct and indirect spend. Saved $5MM through price and productivity programs over a 2 year period in sourcing by working with key vendors, technical product owners and manufacturing operations teams.

Mba, Business Administration And Marketing, 3.9

Executive MBA, Completed while working full-time.

Bse, Biomedical And Electrical Engineering, 3.6

Activities and Societies: Tau Beta Psi Engineering Honor Society, Delta Gama Sorority, Wesley Methodist Fellowship Group Contributed.