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John has over 20 years of experience delivering executive-level consulting to service organizations. John has developed extensive experience working domestically and internationally as a leader, instructor, coach, project practitioner, consultant, and engagement director with many high performing organizations. His leadership efforts have led to measurable Lean Six Sigma business results through process effectiveness and efficiency, unparalleled customer satisfaction and superior market performance. His ability to leverage his deep expertise, outstanding collaboration skills and a bias for results has yielded millions of dollars of benefits to the bottom line for his clients. His primary focus is on the strategic deployment and execution of organizational performance improvement methodologies with an emphasis on the application of Lean Six Sigma.
Area of Expertise
- Process Performance Improvement
- Lean Six Sigma consulting, training & coaching
- Change Management & Communication
- Strategy Development
- Leadership Development & Training
- Strategy Alignment & Execution
- Innovation & Change Techniques
- Sample of organizations served: Union Pacific Railroad, Chase Bank, Triumph Group, LORD Corporation, Standard Chartered Bank, US Express, Pacer, Burlington Northern Santa Fe, Norfolk Southern, CSX, ACNielsen, Dun & Bradstreet, Citibank, NatWest, Norwich Union, MetLife
- Facilitate organizational transformation through leadership development & training, strategy development and alignment, organizational infrastructure design, process management, change management & strategic Lean Six Sigma business improvement services to Fortune 500 companies.
- Turnaround engagement with a parastatal logistics firm, converted 5% loss to 1% profit within 9 months. Branches were admin-heavy cost-centers. Implemented a sales management system increasing revenue per labor cost by 20%+, a $1.5 million impact.
- Headed Bank Operational Excellence team, designed and led implementation of a 56-country Lean Banking program. Profitability improvements of over $200 million resulting from over 100 successful projects.
- Improved profit per barrel at a mid-stream energy logistics company by more than 10%, resulting in $4 million additional profit per year. Found dispatch process was decentralized and ad-hoc resulting in highly variable practices and costs. Centralized the function and introduced standards decreasing deliver costs by $1 million. Identified excess reliance on third-party carriers, increased utilization of company drivers and reduced cost per load by 12%.
- Managed an integration project for two large banks in Indonesia, including reorganization and capacity planning resulting in $20 million in operating income improvement. Utilized Lean and Six Sigma tools to reduced waste and errors in all major product processes, increasing customer satisfaction and delivering $30 million in improvements to operating income.
- Increased profit at a regional healthcare system by more than $6 million within six months. Patient counts were exceeding capacities. Redesigned processes, practices and controls in ER and OR, increasing patient-handling capacity 20%+ in both departments without increasing staff costs. ED waiting time was excessive. Implemented rapid medical examination processes, eliminated batching, clarified goals and rewarded performance. Decreased patient length of stay by 40%+, all but eliminating costly left-without-being-seen patients.
- Logistics projects included volume and velocity improvements at all class I railroads, reducing $105 million in costs and improving service levels 15%+.
- Manufacturing projects included five military and civilian aerospace projects including doubling of on-time rates for new product introduction processes.
- Performed analyses of operations efficiency at computer manufacturing plants in several countries and determined significant inconsistency in process, management and performance levels. Developed and implemented management operating systems, redesigned processes using Lean methodology and trained leaders on continuous improvement and people management skills. Uniformity and control rose sharply, productivity increased by more than 30% and profitability increased more than 20% per site.
- Analyzed the New Product Introduction (NPI) process, led project to improve industry-lagging 34% on-time rate. Value streams were identified, managed and streamlined using Lean methodologies. Targets were redefined and reset using optimal performance levels as targets instead of “last year plus 5%.” New communication structures were designed and implemented. On-time delivery increased to 74% with sustained improvements continuing long after the project was completed.
- Turned around profitability at a 3-plant subsidiary from -5% to 14% within one year. Major supply-chain issues, sales process issues, safety problems and poor quality would all need to be improved in order to improve profitability. Supplier management redesigned, negotiation process replaced with a profit-ensuring process, complete safety program designed and implemented. Quality measurement was increased and cost of poor quality was reduced by more than 50%.
- Designed and led the “lending drive,” a 6-month project to improve the scalability of the lending business model. Existing capacity was measured and improved, allowing for hiring plans to be reduced. Cross-utilization of underwriting staff allowed merging of small teams into larger pools, creating better economies of scale. These and many other improvements allowed for cost per unit improvements of over 25%.
- Evaluated the cost/effectiveness of a 2,000-person 7-center sales force and determined that methods, products and incentives were all misaligned. Defined each of the target markets, target product groups and created new scripts for these sub-groups. Redesigned incentives to target high-value sales and create a career path for sales people that led to clear and substantial pay for performance improvements. Improved cost per sale by more than 20% without reducing headcount.
- MBA Management, Cornell University, Ithaca, New York
- BBA Management, University of Cincinnati, Cincinnati, Ohio