Your Name

Developed and implemented strategy based on coaching executive leaders and their team to build a CI culture for better leaders, management systems, processes, and results

• Coached leaders to learn / lead strategy deployment, driving alignment to core objectives (behavior focused)
• Trained and guided leaders to exhibit PDCA, A3 thinking and teaching capabilities for basic Lean skills (CI Coaching, Problem Identification, VSM, and Visual Management)
• Coached various leaders in IT, HR, Supply Chain, Finance, and International Operations based on an individual development plan and formal cycles of observing, assessing, and guiding
• Coached the CIO and IT Leaders to align, focus, and engage IT team members by developing and deploying the organization's purpose and strategic objectives resulting in significant improvement in every key metric
• Coached the VP of Global Talent and core team to identify breakthrough improvements using simple problem solving methods and tools to decrease lead-time to acquire talent from 56.4 to 30 days
• Elected by CEO staff to participate in the Global Leadership & Development Program by being recognized as high potential for future executive officer role

Spearheaded high profile division and enterprise initiatives to improve quality, cost, delivery, and customer experience. Advised Executive Leaders to develop and execute company strategies for growth and sustainability. Coach, train, mentor and lead GBs and BBs, ensuring they drive sustainable improvements while fostering learning/understanding

• Established mechanisms to prioritize key initiatives by making the division/station KPIs, performance gaps and active initiatives visible
• Guided cross functional leaders to institute a structured approach to enhance collaboration between Airport Operations, Flight Operations, Onboard Services and United Services, resulting in effective and timely problem solving engagements that addresses root cause versus assigns blame
• Directed development and deployment of shared and aligned goals across all operating organizations using ‘Hoshin Kanri’ approach, driven by the corporate scorecard
• Developed and deployed an enterprise-wide team member issue resolution system using Design for Six Sigma

Implemented process improvements throughout Airport Operations enhancing performance for the customer, team member, and shareholder

• Initiated Lean Six Sigma projects in top 13 line stations, achieving $1.3 million annual savings as a result of reducing process defects causing missed bags and decreasing lead times to service customers
• Improved problem solving capability through training and coaching (Leaders, SSGB and BB candidates, etc.)

Managed a team of Training Coordinators and SOP Compliance Editors responsible for training, documentation of standards, and on-boarding of team members in 2 sites

• On-boarded 1200+ associates in Q4 (safety, process, quality training) achieving 100+% to plan
• Led development of job-aids/training curriculum for 10 order fulfillment processes, improving learning curve
• Implement visual workplace within main-site and off-site facilities
• Oversaw a team of Operation Managers and Training Coordinators to develop and deploy a training program for new Managers, resulting in a decrease cycle time to achieve their operational targets
• Engaged in daily high level decision making with senior leaders

Identified gaps for cost saving/revenue generating opportunities ($100K+), and lead Lean Six Sigma projects to address gaps, resulting in significant savings

• Decreased replenishment defects (16.7% to 0.43%) using DMAIC, resulting in $120K annual savings
• Trained and mentored 30+ associates through several DMAIC projects to gain LSSGB or BB certification

Planned, organized, and led team members to achieve 105% productivity to plan, while meeting budgetary targets (within Inbound, Replenishment, Customer Returns, and Vendor Returns). Created a continuous improvement culture focused on rigorously reducing waste to create customer value

• Managed 90 to 170 associates in two locations, exceeding safety, performance and budgetary targets
• Planned, organized, led improvement projects, resulting in safety, quality, and productivity enhancements
• Supported layout of process, structure, and equipment within temporary 50k sq./ft. site for excess product

Managed daily operations to meet customer demand on time, minimize quality defects and achieve P&L targets

• Supervised dispatch, cross-dock operations, customer service, pickup and deliver, and billing
• Led 25 to 30 drivers, dock workers, and office associates
• Identified and initiated process improvement opportunities based on feedback from team members, focused on creating the ‘Ultimate Customer Experience’
• Learned Six Sigma and led a project to improve delivery routing cycle time by 10% (SSGB and BB Certified)