Expert Details
OpEx Lean Six Sigma Business Process Improvement
ID: 733771
California, USA
Expert's core offerings include Lean Six Sigma OpEx, Strategy Deployment, Cost Reduction, and 3P Transition to and of Production (Factory Transition).
Having held roles in General Management, Senior Operations Management, A.T. Kearney Management Consulting, and as a Design and Manufacturing Engineer, Expert brings over 30 years of diverse and successful business leadership and performance improvement. He has worked internationally for various sized companies in diverse industries, including saving a high growth rate $4M company $250K annually through inventory planning and process and a $25B company $87M annually through leading a five-site Lean Improvement and Production Transition. He has worked for many Fortune 500 companies, as well as much smaller companies applying many best practices OpEx models including Danaher Business System, Toyota Production System, Six Sigma, and Honeywell Business System. Industries include Aerospace, Industrial, Transport, Logistics, Metalworking, Electronics, and High-Tech.
Based on diversity of work and track record, Expert provides a rare mix of high value and low risk to assist clients with key challenges.
Expert resides in Los Angeles, CA, and holds an MBA from UCLA and a BS in Mechanical Engineering from Rensselaer Polytechnic Institute.
Expert is proficient in General Management, including Business Strategy, P&L performance, Sales growth, Business turnaround. His proficiencies also include:
Program Management: Proposals, Requirements, Program planning, Earned Value, Program Recovery
Management Consulting: Leading Operations Improvement programs to enable business growth
Business Improvement: Lean (Toyota Production System, Danaher Business System), Six Sigma
Team Building: Hiring, empowering, supporting, developing
Operations: Production Planning, New Product Introduction, Production Optimization
Manufacturing: Metalworking, electronics, pumps, motors, optics, systems
Finance: Working capital, capital & profit improvement, cost reduction, margin growth
Product Development: Development time reduction, Product de-proliferation / SKU reduction
Supply Chain: Make-buy planning, supplier selection & development, certification and oversight
Quality Management: Quality system, quality performance, cost of quality
Business Development: Proposal leadership, Sales funnel process
Education
| Year | Degree | Subject | Institution |
|---|---|---|---|
| Year: 1992 | Degree: MBA | Subject: Business Administration | Institution: UCLA Anderson Graduate School of Management, Los Angeles, CA |
| Year: 1983 | Degree: BS | Subject: Mechanical Engineering | Institution: Rensselaer Polytechnic Institute, Troy, NY |
Work History
| Years | Employer | Title | Department |
|---|---|---|---|
| Years: 2015 to Present | Employer: Undisclosed | Title: President | Department: |
Responsibilities:Expert is President of this business consulting firm. The outfit focuses on business improvement, operations and strategy to grow sales via operational excellence. The organization delivers a lean six sigma approach resulting in sales, financial, manufacturing, supply chain, quality, product development, and proposal gains. His responsibilities include lead diagnostics, goal and KPI deployment, team development, standard process improvement and definition, and ERP systems development. |
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| Years | Employer | Title | Department |
| Years: 2014 to 2015 | Employer: Zodiac Aerospace Corporation | Title: Regional Director: North America | Department: Lean Task Force |
Responsibilities:Expert led and enabled a $1 billion, 1,000-person Aircraft Seats Business Unit team to recover on-time delivery from under 25% to exceed 90% using lean improvement approaches. |
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| Years | Employer | Title | Department |
| Years: 2012 to 2014 | Employer: Physical Optics Corporation | Title: VP | Department: Business Operations |
Responsibilities:Expert led facilities, logistics, QA and proposal teams for this $50 million high-technology firm. Among other significant accomplishments, he developed suppliers to reduce material costs and availability. |
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| Years | Employer | Title | Department |
| Years: 2003 to 2012 | Employer: Raytheon Company | Title: Senior Operations Manager | Department: Space and Airborne Systems |
Responsibilities:Expert led cross-functional teams to improve operational costs and performance for this $4.5 billion aerospace rader and electro-optical products business. |
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| Years | Employer | Title | Department |
| Years: 2002 to 2003 | Employer: Fisher Scientific Company | Title: General Manager and VP | Department: Barnant Pump Company |
Responsibilities:Expert led sales growth and business turnaround for this $30 million, two-site business with P&L responsibility. His major tactics included daily management, strategy deployment and team development. |
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| Years | Employer | Title | Department |
| Years: 1999 to 2002 | Employer: Colfax Corporation | Title: VP, European Operations | Department: Pump Group: NC, Sweden and Germany |
Responsibilities:Expert grew sales and improved performance through operations consolidation and lean manufacturing for this $125 million, three-site business. During this time period, Expert was also Managing Director of IMO AB (Stockholm) and Director of Colfax Business System (NC, U.S.). |
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| Years | Employer | Title | Department |
| Years: 1994 to 1999 | Employer: A. T. Kearney, Inc., Management Consultants | Title: Manager | Department: |
Responsibilities:Expert assisted client teams in surpassing business objectives. |
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| Years | Employer | Title | Department |
| Years: 1985 to 1994 | Employer: Hughes Aircraft Company | Title: Project Engineer | Department: |
Responsibilities:Expert led manufacturing, engineering and quality teams to meet commitments and improve processes. |
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| Years | Employer | Title | Department |
| Years: 1984 to 1985 | Employer: McDonnell Douglas Helicopter Company | Title: Manufacturing Technology Engineer | Department: |
Responsibilities:Expert supported and improved various helicopter manufacturing processes. |
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International Experience
| Years | Country / Region | Summary |
|---|---|---|
| Years: 2000 to 2001 | Country / Region: Sweden / Stockholm | Summary: Managing Director - For $22M, 150-person, business, with P&L responsibility, led Sales growth and business turnaround from the worst to the best of the European pump businesses through daily management, team development, Strategy Deployment, Customer Relationships and Lean Manufacturing. • Achieved significant improvements in sales, profit, cash flow, working capital, inventory, on-time delivery, productivity, material cost, lead time, set-up time and facility productivity (Sales per square foot) • Improved key customer relationships and resolved product concerns to grow sales & reverse declining sales. • Completed 42 Kaizen events including manufacturing workcells (pump rotors, housings, assembly), visual management, set-up reduction, Kanban and short lead time spare parts response |
| Years: 2000 to 2001 | Country / Region: Germany | Summary: Vice President, European - For $125M, 450-person, three site business, grew sales and improved performance through operations consolidation & lean manufacturing. • Significant improvements in sales, profit, working capital, inventory, on-time delivery, material cost & lead-time. • Factory Consolidation - Consolidated operations across 3 sites in 2 Countries, gaining 25% productivity improvement. Conducted analysis and value proposition including SKU identification, cost analysis and pro-forma, developed consolidation plan and led through benefit realization. • Completed 16 Kaizen events to deploy lean workcells (pump rotors, housings, assembly). |
| Years: 1996 to 1997 | Country / Region: England | Summary: Manager (AT Kearney Management Consultants) - Implemented lean manufacturing for two English aerospace industrial manufacturing sites (Derby & Sunderland), enabling client to meet delivery objectives and achieve significant gains in sales, on-time delivery, inventory, quality and cost |