Project Portfolio

Scope

A multi-generational appliance sales, delivery, and installation business had strong revenue but shrinking net income. Few processes were documented, KPIs weren't in front of the people who could act on them, and AI tools hadn't been built into daily work. The six-month, four-phase engagement establishes a data baseline, then builds standard work and role-by-role AI integration. It finishes by deploying department scorecards and leaving the business a self-sustaining improvement system.

Scope

Directed the deployment of a Lean operating system across distribution and manufacturing centers nationwide, leading a team of project managers and Lean Six Sigma Black Belts. Each site followed a 13-week roll-out: leader kick-off, 5S, visual boards, playbooks, and Gemba walks. A flow toolkit and a new metric, Overall Distribution Center Effectiveness, built from availability, performance, and quality, supported every site.

Scope

Closed a productivity gap on the outbound shift, which averaged 84 lines per hour against a goal of 92. Root cause analysis showed that daily line volume varied widely while headcount stayed flat. Countermeasures matched staffing to workload with part-time labor, moved leads to a 4x10 schedule, and balanced lines across the week.

Scope

The warehouse was at 98.8% capacity, with only about 150 of 2,430 locations open on an average day. The shortage forced manual rework and top-stock moves that increased damage, cycle time, and injury risk. A cube analysis re-slotted each rack level from five locations to eight, aisle by aisle.

Scope

The site had no standard for choosing between local messenger, private fleet, and small parcel carriers, which drove unnecessary shipping costs. The team analyzed weight, cube, piece count, and geography to set clear carrier thresholds. It then rebuilt private fleet routes by zone and assigned ownership of each step in a RACI-based control plan.

Scope

Designed a proactive, closed-loop Voice of Customer management system linking Sales, Operations, and Customer Service. The program set a standard follow-up process, an escalation path for chronic issues, and VOC metrics for leadership. It was piloted at two divisions before rolling out regionwide.

Scope

Applied structured problem solving to customer-reported outbound errors, tracking overages, shortages, mis-picks, damages, and unit-of-measure errors on run charts. 5 Whys analysis traced mis-picks to wrong product in pick locations, and the team added check-digit and catalog-number verification. When a second countermeasure failed to move the data, the team went back to root cause and re-scoped it.

Scope

Partnered with a cross-functional team from Production Control, Administration, Accounting, Payroll, Manufacturing, and New Model to measure the true cost and benefit of production overtime at two auto assembly plants. The team used correlation and break-even analysis on two years of production data, then organized next steps through a PDSA cycle.

Scope

Created and managed a multi-year improvement program at a semiconductor manufacturer's U.S. and international sites, cascading from the senior leadership team to functional, production, and support teams. Modeled as a climb, each team defined its ideal state at Base Camp, then moved through current state and gap analysis, measures and scoreboards, and accountability to the Summit. At the Summit, teams reviewed progress and started the next climb. Quarterly team surveys tracked progress at every level.

Scope

Identified nine cost improvement strategies through an on-site assessment, then implemented the three with the greatest savings.

Scope

Combined cost reductions with operational improvements at a manufacturing plant, shifting maintenance from reactive repair to planned, proactive service.

Scope

Developed and integrated a continuous improvement operating model across 24 hospitals and 350+ clinics. The system connects strategy deployment, tiered daily huddles, and caregiver idea systems into one way of working, supported by a team of 45 consultants, project managers, and analysts.

Scope

Strengthened value-based care as a financially viable, patient-preferred model for providers and payers. Deployed best practices across clinics and tracked at-risk membership, total cost of care per member per month, CMS Star ratings, and an internal quality composite.

Scope

Facilitated a team of physicians, nurses, and operations leaders to raise HPV vaccination rates in pediatric and family medicine clinics. The team identified evidence-based best practices, then deployed them in 62 clinics with clear accountability criteria and tracking metrics.

Scope

Streamlined the billing and reimbursement process end to end, from patient registration and scheduling through prior authorization to encounter and charge capture, removing delays and errors at each handoff.

Scope

Created and deployed standard work for clinic RNs, patient service representatives, and medical assistants. Developed best practices for each role, a common standard work format and documents, role-based instruction, and tracking and accountability metrics.

Scope

Assessed $7.6M in combined operating and maintenance costs to target the highest-value reductions.

Scope

Structured an operations and maintenance partnership with KPIs developed jointly with the hospital to set quality and customer satisfaction standards.