172 : Sxxxx Cxxxxx
Lean Enterprise Transformation LeaderMember Since 2022
Keller, Texas
Summary
$277M in RESULTS - “From Boots to Suits©”
> Partnering & Leading the C-Suite and Multi-site Leadership in Multi-Year,
Transformation Strategy Deployments
> Teaching, Coaching & Collaborating cross-functionally from operations to
functions to the C-Suite & BODs
> Hands-On Change Champion Executing Strategy Deployment via 128 Lean
Events in 21 countries – 56 cities – 24 companies
> Focus: SAFETY, RESPECT, STRATEGY DEPLOYMENT, HUMAN DEVELOPMENT, QUALITY,
DELIVERY, COST, GROWTH, CLIENT SATISFACTION, CULTURE, PRODUCTIVITY,
RESULTS, and POLICY.
> HON Lean Master | HOS | GE Black Belt | PW | Shingijutsu | ACE | TPS | ItoU | EPMO |
MBA | BSEET | Veteran
> Aerospace | Aviation | MRO | National Defense
Pharma | Medical Device | Healthcare
Skills
Work Experience
IBM Consulting / Simpler
Executive Consultant - International Business Transformation
01/2020 TO 01/2022
Delivered professional services firm partnering with global clients to drive business impacting Lean, PMO and Business Transformation across all aspects of the global enterprise by aligning strategies, optimizing resources, streamlining operations, increasing overall performance, and instilling a culture and mindset of Continuous Improvement. RESULTS: • GE & Etihad Airways: Delivered training, mentoring, coaching and Rapid Improvement Events to GE and a middle east international airline reducing aircraft end-to-end process down-time by 55% resulting in increased lift and a 2X generation of revenue. • Healthcare: Delivering training and coaching to Rapid Improvement Event / Kaizen Event Lean and Executive Leaders. • Healthcare: IBM Watson Health Gov’t Health & Human Services (WH GHHS) – During COVID shutdowns, virtually facilitated and coached WH GHHS Services Process Improvement teams via Mural focused on optimizing and resolving policy and value stream issues, accelerating cycle-times while operating within HIPAA regulations. • Business Development (BD): Built the “Scorecard & Tracking system” for the BD Team filling the New Logo Business Pipeline with candidate companies for Simpler’s Inside Sales Team. • Business Development: Networking, creating, and building relationships with new clients. Building the ‘new logo’ business pipeline. Deepening relationships with current clients and securing new, organic growth with current clients.
American Airlines – MRO
Site Leader and Founder - Office of Continuous Improvement and PMO: Aircraft Dock Operations; Turbine Engine Operations; Components and Avionics Maintenance
08/1988 TO 07/2003
• RESULTS: $14M Savings: Aircraft Operations Kaizen - Reduced C-Check Cycle-time by -33% (3 to 2 weeks). • RESULTS: $4M Savings: Turbine Engine Long Shaft Kaizen Event - Batch size reduced from 10 to 2, Cycle-time reduced from 60 to 30 days, Part travel distance reduced from 5 miles to 200 feet, Census re-deployed by -38%, Inventory reduced by -50%. • RESULTS: Vision - Created the first Lean Six Sigma / Office of Continuous Improvement (OCI) in American Airlines for 15,000+ people. • Launch: Recruited, hired, and trained a direct staff of manufacturing engineers and TWU union mechanics as the first class of Continuous Improvement Specialists. • Shingijutsu Global Consulting: Studied hands-on, Lean Gemba Kaizen implementation under the tutelage of four Japanese Senseis (Masters) from Shingijutsu Global Consulting Company, Gifu, Japan. • Supplier & Customer Development: Pulled suppliers and customers into Continuous Improvement training and Gemba Kaizen Events creating Win-Win outcomes - financially and strengthening business performance and sustainable relationships.
Honeywell International
Corporate Director - Global Aerospace & Transportation
07/2003 TO 03/2009
Led aerospace and transportation Lean Transformation inventing and manufacturing technologies that address some of the world’s most critical challenges around aerospace, transportation, automation, energy, safety, security, productivity, and global performance. Corporate Director - Global Aerospace & Transportation: Quality, Lean, Six Sigma, HOS, EPMO 07/07 – 03/09 Phoenix, AZ; Torrance, CA; International • RESULTS: Leadership - Reporting to the CEO, realign, led, and deployed Lean Six Sigma development, training, mentoring and certification for 13,000+ employees across 39 sites in the Americas, Europe, and Asia Pacific. • RESULTS: Strategy Deployment: Partnered and collaborated with corporate and executive site leadership to develop strategic projects and lead the execution of tactical and strategic plans. • RESULTS: Closed a 6-month metrics gap in 60 days exceeding year-end corporate goals. • RESULTS: 2007 & 2008 - Fundamentals Trained = 388, Green Belts Trained = 874, Green Belt Certifications = 714, Lean Expert Certifications = 25, Black Belt Certifications = 8, Lean Master Certifications = 1, Master Black Belt Certifications = 1. • RESULTS: $10M - Drove Lean Master and Master Black Belt projects at the highest corporate strategic levels exceeding business impact demands. Savings exceeded $10M in operating income. • International Business: 39 Sites in the USA, Mexico, China, Japan, Germany, France, Switzerland, Romania, and Canada. Global Director - Aerospace Business Transformation: Quality, Lean, Six Sigma, HOS, EPMO 01/07 – 07/07 - Chihuahua, Mexico • RESULTS: Greenfield - Promoted to lead and provide technical direction, oversight and support to design, flow, and layout a new 460,000 square-feet “Greenfield” aerospace turbine engine, machining factory. • RESULTS: Leadership - Led national and international teams of 23 project managers and engineers to transition manufacturing and machining work from 9 suppliers and 11 internal sites driving overall improvements. • RESULTS: Factory Layout - Designed the factory layout applying lean manufacturing techniques and principles for product flow - 20 cell designs, shipping and receiving, chemical cleaning, heat treat, and milk runs. Site Leader - Aerospace: Honeywell Operating System (HOS), EPMO 07/06 – 01/07 - Phoenix, AZ • RESULTS: Safety = ↑50%, Quality = ↑22%, Delivery = ↑28%, Productivity = ↑32%, Inventory = ↓31%. • Leadership: Promoted to lead, develop, and deploy the Honeywell Operating System (HOS) Full-Scale Deployment (FSD) Standard Implementation Framework (SIF) across multiple Honeywell and supplier sites. HOS brings together all of the business management processes to create a best practice enterprise that is continuously developing better products and better experiences, improving productivity and efficiency and reducing costs. • Knowledge Transfer: Spearheaded a team of Lean Masters and Master Black Belts to facilitate and transfer knowledge to site leadership and functional leaders for site leaders to take ownership and continue making incremental improvements as a culture. • Governance: Led site executives to ensure functional alignment was maintained while leading the initiatives. Lean Six Sigma Lean Master - Aerospace: Global Procurement and Sourcing, EPMO 05/04 – 07/06 - Tempe, AZ • RESULTS: $4.5M Savings by reducing cycle-time by -25% (180 to 135 days). • Leadership: Promoted to lead a team of 52 Procurement Managers, functional specialists and 6 Lean Six Sigma Experts in the business transformation of the highly complex Aerospace Global Procurement Standard Transition Process (STP). • RACIX: Established a Management Operating System and Roles/Responsibilities Matrix to maintain project execution order and schedule. • Executive Presentations: Established monthly project status using Integrated Project Plans and Standard Work. • Leadership & Knowledge Transfer: Led and facilitated Lean Expert Training to Supplier CEO, COO, CFO, Engineering, Quality, Managers and Machinists. • Training & Curriculum: Developed Lean Six Sigma Expert Training Materials for Honeywell and Honeywell Suppliers. Lean Six Sigma Master - Aerospace: Integrated Supply Chain, EPMO 07/03 – 05/04 - Tempe, AZ Recruited from American Airlines by Executive Recruiter into Honeywell Lean Master Program (a 3 year, hands-on, certification process). • RESULTS: $2.8M Savings in operating income - reduced cycle-time by 50%, reduced workhours/day from 11 to 9, reduced days worked/week from 6.5 to 5, reduced inventory by 40%, and reduced census by 38%. • RESULTS: $5.9M Savings in op income - coached, mentored, and certified projects for 9 Lean Experts + 1 Lean Master. • RESULTS: Mentored 10 Lean Project Teams and Led 11 Lean Projects: Greenfield Plant Layout, Supplier Cell Development, Standard Transition Process, Supplier Managed Inventory, ERP Data Conversion Baseline, Cell Development, Space Systems Operations Baseline, Dock-to-Stock Baseline. • RESULTS: Training - Led and facilitated 10 Lean Expert Training Waves for 67 students. • 2004 Industry Week’s Best Plants in North America Competition: Led competition and placed in the Top-25.
Alcon / Novartis
Corporate Director - Global Operational Excellence/CI: Business Transformation
10/2009 TO 07/2014
Developed and led Global Operational Excellence healthcare, pharmaceutical and medical device manufacturer providing medical solutions for eye care - medications, surgical devices, implants and contact lenses with 22 plants in 17 countries. • RESULTS: Founder - Designed and launched the Global OpEx/CI throughout all functions of the global enterprise. • RESULTS: Strategy Deployment: Strategized and aligned with corporate global executive teams developing, deploying, and executing the aligned systematic roll-out of the Lean Management System improvements in the US, Latin America, Europe, and Asia. • RESULTS: OpEx Operating System: Built the Global OpEx Operating System: Training, Coaching, Mentoring, and Certification. • RESULTS: $54M - Drove Total Cost Savings/Avoidance Business Impact of $54M savings in 3-years leading the global design, organizational infrastructure development and launch of Alcon’s first Operational Excellence corporate function with a direct report and cross-functional team of 23 OpEx Lean Six Sigma Masters, Black Belts, Green Belts and Site Leaders.
True North Global Operational Excellence
Principal - Business Transformation
07/2014 TO 01/2020
Delivered corporate, PE, VC, entrepreneurial and nonprofit executives with Coaching, Business Transformation, Strategy Deployment & Roadmaps to increase performance and profitability by eliminating waste. • Launching OpEx from the Ground Up • Lean Management System • Turnaround Strategy • Governance: Scorecards / KPIs / Metrics / Improvements • Project Selection & Prioritization • Change Management • PDCA / DMAIC • Establish PMO / Lean SS / Quality • Risk Identification & Mitigation CLIENTS: Envision Physician Services, MIA Jackson Memorial Hospital, Boeing, Pratt & Whitney, NORDAM, Caratron, American Standard, Katerra
Education
Bachelors
Political Science - International Relations
Oklahoma State University, 1981 - 1983
Political Science - International Relations
Bachelors
Electronics Engineering Technology
Oklahoma State University, 1984 - 1988
Electronics Engineering Technology
Executive MBA
MBA
University of Arizona, 2005 - 2007
Executive MBA
Projects
No project posted yet.
Reviews
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Profile Overview
-
Gender
Male -
Industry
Aerospace -
Category
Project Management -
Experience
25.0 Years -
Qualification
Executive mba
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