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Work Background
Miller Lane Systems Solutions LLCSenior Consultant
Nov. 2017Washington D.C. Metro AreaSenior Consultant involved to day to day business operations, applying, negotiating and securing contracts.
• Managed customer IT Continuous Improvement Projects.
• On-site Program and Project Manager during customer site visits.
• Team leader- assembled team members and assigned project material, task and due dates.
• Evaluated, developed, and documented security, business and admin processes required to identify specific improvement opportunities.
• Customer Strategic Planning and project alignment to the strategic goals. People Stretch Solutions - Tysons Corner, VA Feb 2018 – Jun 2018
Cyber Media Technologies - Geographic Information System – (GIS) - Prince William County – Jul 2018 - Jan 2019
Vista Defense Technologies - Defense Health Agency (DHA) - Falls Church, VA Jan 2019 – Aug 2019
Omni Consulting Corp – Veterans Health Administration – Oct 2019 – Present
AARPSenior Advisor, Continuous Improvement IT
Jul. 2014 - Nov. 2017Washington DCAARP, Washington DC, Sr. Advisor, Continuous Process Improvement IT (Aug 2014 - Nov 2017)
Performed as advisor to Sr. management while directing ITS delivery teams, identifying, defining, measuring, and evaluating performance improvement metrics that aligned with Lean Six Sigma methodology. Developed business case proposals that led to performance improvements, heightened with statistical analysis, and data from other business unit success. Deliver strong communication skills and the ability to collaborate with all levels of the organization. Iinvolved in mentoring, and leadership of AARP teams, implementing continuous improvement principles that boosted operational efficiency, and organizational excellence. Integral SME in the execution of continuous improvement, and process redesign. Built, defined, and provided improved quality control documentation and presentations. Selected Qualifications:
-Identified opportunities for improvement through strategic management of cross-functional team workflows, compiling a quantitative business case support system, and project approval. -Motivated and adaptable to change, while remaining amenable to instructions for strategies in developing a detailed approach to analytical projects -Evaluated, developed, and documented business processes required to identify specific improvement opportunities
-Initiated critical thinking abilities for identifying process improvements, while calculating their costs and company benefits
-Implemented problem solutions, and delivered immediate corrective action plans, using root cause identification metrics, proposals, and preventative measures -Proficient in Excel, Access, MS Project, Tableau, and other tools to conduct data mining, analysis
-Sr. Advisor in the design, development, integration, benefit and maintenance of back-office applications throughout the enterprise and resolving organizational challenges -Interpret procedures to determine application to project cases
US Department of Homeland SecurityLean Six Sigma Blackbelt/ Contracting Officer Representative (COR) Program Analyst
Aug. 2008 - Aug. 2014Washington DCProgram Analyst (PA), Lean Six Sigma (LSS) Continuous Process Improvement (CPI), Contracting Officer Rep. (2008 - 2014) Grade SV-J Band-Held TS Clearance Formulated effective strategies for mentoring/ training cross-functional teams, advising Sr. staff on the proper implementation of LSS. Draft user guidelines and training docs, as COR. Planned/ completed reports for Sr. leadership on policy/ procedures for airport security.
Evaluated the effectiveness of TSA federal airport security programs.
Selected Contributions:
-Served as COR implementing the LSS budget of $10m to establish LSS program, managing 25 contractors
-PA and COR for the LSS Program at DHS/TSA, supporting 400 airports w/ key statistical financial analysis, forecasting, and modeling to interpret quantitative and qualitative data sets
-Revised data analysis methodology to gain mission goals set by TSA leadership, and reviewed governmental regulations for compliance with congressional, DHS/ GAO mandates
-Developed mgmt evaluation plans, policy guidelines and technical specs for the LSS contract
-Created and maintained the processes to instill knowledge management, project research, and data mining efforts
-Administrator of SharePoint, metrics performance, and LSS contract
-Key SME, for development and deployment of complex technologies, and coordination of project and program goals -Reduced or eliminated checkpoint breaches at airports
-Standardized the process of Electronic Time and Attendance for TSA, redesigns process that paid TSA workforce and deployed redesigned process to over 85 Airports -Monitored the duress alarm installation project for over 100 airports
-Continuously communicated projects status, legal policies, gov regulations, risks/ challenges to the project steering committee, and stakeholders -Led budget mgmt, procurement, regulatory requirements, and developing life cycle cost analyses of enterprise projects
-Led multiple security effectiveness teams to ID checkpoint bottlenecks
United AirlinesSr. Continuous Improvement Consultant World Head Quarters Airport Operations
Jan. 2007 - Dec. 2008Chicago World Head QuartersSenior Continuous Process Improvement World Headquarters (Jul 2007 - Sep 2008)
Directed and trained airport teams in LSS program activities at all levels, implementing Standard Work operations at United hubs/ line stations, overseeing critical processes related to baggage, cargo, and customer service. Performed as an independent agent on multiple projects and airports, and created metric reports for baggage handling, and passenger output. Bench-marked and implemented best practices methods for lost or misplaced bags. Operational Contributions:
-Formulated training and oversight of HUB/ line station personnel for utilizing LSS Tools
-Spearheaded system wide policies/ procedures that reduced lost baggage claims, improved baggage service from the field, saving company $12m in claims -Revised bag transfer activities, saving $2m through standardization of processes
-Develop metrics based on comprehensive data analysis to prepare reports and provide recommendations -Participated as team member on customer service improvement projects in Chicago, Denver, San Francisco, Los Angeles, and DC airports
-Engineered an airline data retrieval and analysis system that established baselines -Organized LSS projects plan (MS Project) for weekly reporting to key airport stakeholders, to include analysis of projects such as team proactivity, and process improvement recommendations -Initiated the creation of the Greenbelt training manual for United and mentored Black and Greenbelts on Lean Six Sigma Continuous Process Improvement project phases through to completion -Standardized one delivery method for Lean Six Sigma Project implementation and sustainability, in collaboration with other department leads -Conducted system wide analysis of financial impacts related to missing and damaged baggage and reported findings to senior leadership at individual airports and headquarters
-Directed multiple project improvement teams at hubs, implementing process improvement efforts
Franciscan Alliance, Inc.Regional Master Lean Six Sigma Blackbelt for 2 Hospitals & Physicians’ Group
Mar. 2006 - May. 2007Greater Chicago Area Regional Master Blackbelt for 2 Hospitals and Physicians’ Group
1. Managed the training for all Black, Green and Yellow belts. (Trained 2 Blackbelts, 20 Greenbelts and 6 Yellow belts in a one-year span @ SSFHS)
2. Implemented the ER Process Flow for 30-minute Door to Doc, reduce wait times in the ER for 35 minutes to 12 minutes
3. Improve data collection methods and created visual dashboards for data display & dissemination to the workforce & key hospital stakeholders
4. Implement the Control Phase for all projects. (Design the Control Phase for SSFHS)
5. Lead all Tollgates, and Project Pilots and Implementation
6. Serves on various special purpose groups including the Patient Safety Team, Data Quality Assurance Council & and the ER Wait Time Group
7. Utilized qualitative with quantitative tools and techniques to analyze, appraise and resolve data quality inconsistency, irregularities and inaccuracies to manage the integrity of the data
8. Completed 3 successful Master Blackbelt Projects with hard savings in less than one year (Reduce Worker Comp Claims, Reduce Patient Length of Stay (LOS) and Created Just in Time System for small medical supplies) 9. $2 million dollar increase in revenue over the next 3 years off on 2 Project (Reduce MRI downtime and Improve Patient Tracking)
Lear CorporationLean Six Sigma Black Belt (Continuous Improvement)-IT-Quality-Production Supervisor
Aug. 1995 - Mar. 2006Hammond, Indiana● Lear Corp Hammond, IN Aug 1995- Mar 2006 Six Sigma Black Belt (Continuous Improvement)-IT-Quality-Production Supervisor 1. Key member on eight (8) successful Launch Team from 2000-2005 (Taurus/Sable Headliners and Center Consoles, Hummer 2 Front and Rear Seat Line, Ford 500, Freestyle and, Mercury Montego. Aided in the launch of Passenger Occupant Detection System (P.O.D.S))
2. Stakeholder Supervised of the offsite quality testing for Ford 500, Freestyle and Mercury Montego 1st, 2nd and 3rd Row Seats. (Successfully tested, passed and shipped 1200 sets of seats between Detroit and Hammond, IN)
3. Master Builder on every Lear Hammond Launch Team
4. Line Production Supervisor for the Mercury Montego, Ford 500, and Hummer 2 production. Responsible for line safety, efficiency and quality
5. Worked with union representatives to facilitate a steady and objective approach to resolving management, employee and day to day work challenges ○ Six Sigma Black Belt (Continuous Improvement) Manufacturing and IT Systems 1. Performed as In-Plant Champion for the Six Sigma Program on various phases 2. Completed several Black Belt Projects. (To date over $15 million dollars in cost savings)
3. Developed and implemented several processes to increase efficiency, and remove waste 4. Aided in implementation of Market Store Place for Just In Time delivery to the Plant Floor (Automation of the supply process for forklift drivers)
5. Implemented various Kaizen techniques on the plant floor. (5s and the Elimination of the 7 Deadly Waste)
6. Implemented the cost benefit analysis of current or projected programs
7. Team leader and member on several DFSS and Lean Manufacturing events. (Trained and mentored 60 Greenbelts and 3 Blackbelts @ Lear)
8. Team member in numerous plant activities; Process Walks, Value Stream Mapping, Ford PDCA’s, Greenbelt Training, 5S, Compass, Ergonomic Kaizen. (Since 2002, 8 successfully implemented Ergonomic Projects
US NavyTraining Officer for Operations and Deck Maintenance Department (Veteran)
Jul. 1989 - Jul. 1993San Diego, Ca, Japan, Middle EastThe United States Navy
-Training Officer for Operations Dept. and Deck Maintenance Department
-Trained Senior Leadership as well as Peer Group and Subordinates in day to day ship operations as well as prescribed qualifications needed to fulfill shipboard duty conditions
--Reserve Units -Trained and Served with Gary, Indiana Naval Reserve Amphibious Group -Assisted in the closing of Naval Reserve Station Gary, Indiana -Blue Jackets Sailor of the Quarter Reserve Unit Naval Station Gary, Indiana -Trained and served with Law Enforcement Physical Security Unit (LEPSU), Chicago -Trained in civilian and military law enforcement and personnel security tactics -Medals and Ribbons -Good Conduct Medal -Combat Action for engaging enemy forces during Desert Shield / Desert Storm -Numerous Letters of Commendation and Several Naval Certifications in numerous fields ***Other Enjoyable Jobs I Have Done o Virginia Real-estate Agent
o Social Media Travel & Entertainment Blogger
o Social Media Content Writer
o Graphic Designer o UPS Delivery Driver (Seasonal)
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