• Responsibility: As a Project Facilitator and Trainer, I was responsible for consulting services in the area of improving customer service.
• Team Participation: Cross-functional representatives of 8 team members, mostly from staff support functions.
• Project Duration: From the Fall of 2001 to the Summer of 2002.
• Project Issue: To increase the perception of customers’ satisfaction levels.
• Project Approach: Utilized focus interviews, job descriptions, task request forms, world class business matrix, process mapping, SWOT, designing and analyzing a customer satisfaction survey, identification of solutions in the areas of improvement and project management support.
• Project Results: Increased average customer satisfaction levels from a rating of 3.5 up to 4.5 (5 being excellent).

XI. Company: Computer Re-manufacturer, Bronx, NY

• Responsibility: As a Project Analyst and Facilitator, I was responsible for consulting services in the area of operational improvement.
• Team Participation: Coached the top senior level management team of 6 team members, from all major company functions.
• Project Duration: From the Fall of 2001 to the Winter of 2001.
• Project Issue: Reduction in the Cost of Poor Quality from receiving to shipping.
• Project Approach: Utilizing training in continuous improvement with regular, one-on-one gatherings and follow-up group based activities on focused operations with performance indicators.
• Project Results: Established the baseline of the upstream process map of sales and marketing. Identified critical control points and generated standard operating procedures. Prioritized areas for improvement such as compressing the cycle time of order processing. Implemented a system to monitor assignment completion. Achieved a project payback period of 6 months.

X. Company: Household Cleaner Manufacturer, Elizabeth, New Jersey

• Responsibility: As a Project Analyst, I was responsible to educate in the development and implementation of an operations improvement program.
• Team Participation: Working with two company representatives who acted as liaison to the rest of the organization
• Project Duration: From the Summer of 2001 to the Fall of 2001.
• Project Issue: Lack of a performance measurement system.
• Project Approach: Establish production critical control points within required specifications.
• Project Results: A reduction of the cost of poor quality of $120,000 per year.

IX. Company: Transmission Re-manufacturer, Mahwah, New Jersey

• Responsibility: Acting as a part time general manager, I managed the establishment of daily operational guidelines for improving the management, staff and shop-floor performance.
• Team Participation: Member of the top senior level management team of 12 team members, from all major company functions.
• Project Duration: From the Winter of 2000 to the Winter of 2001.
• Project Issue: To stabilize a declining production output and elongated production cycle times. In addition, establish a high quality of work life to maintain the organization union-free. F. Project Approach: Dynamically manage team collaboration with leadership, problem solving and team building skills.
• Project Results: Improved efficiency by 23% in production hours per unit and reduced cycle time by 15% in number of days from order to ship. Implemented a bar code production tracking system with visual control boards that allowed significant improvement in customer response time. Defeated a union election.

VIII. Company: Window & Door Manufacturer, Flushing, New York

• Responsibility: As a Project Manager, Facilitator and Trainer, I was responsible for consulting services in the areas of Total Quality Management.
• Team Participation: Member of the top senior level management team of 7 team members, from all major company functions.
• Project Duration: From the Fall of 1997 to the Winter of 1997.
• Project Issue: Cost of Poor Quality.
  G. Project Approach: Trained team in numerous Continuous Improvement subjects, and coached staff to identify opportunities for improvement in cost reductions.
• Project Results: Established baseline benchmarks for performance measurements, developing a company business plan and delivering supervisory training. Upgraded an integrated business system, designed a new plant layout, established a rapid prototyping process with new product development and implemented a TQM process that improved cost of goods manufactured by 18%.

VII. Company: Fine Furniture Woodshop Manufacturer, Brooklyn, New York

• Responsibility: As a Project Manager and Facilitator, I was responsible for consulting services in the areas of both technical and management enhancements.
• Team Participation: Member of a cross-functional productivity team of 9 team members, most from supervision and management levels.
• Project Duration: From the Fall of 1996 to the Fall of 1997.
• Project Issue: Initiate cultural change.
• Project Approach: Mentor key company associates through PDCA cycles of business re-engineering.
• Project Results: Reduction in Order-Make-Ship process time. Achieved a 2.7 to 1 ROI with a payback period of 92 days.

VI. Company: Medical Device Manufacturer, Queens, New York

• Responsibility: As a Project Engineer and Analyst, was responsible for consulting services in the areas of Site Analysis and Project Design. As the Project Manager and Co-Trainer, I am responsible for the Project Implementation.
• Team Participation: Member of a 4 member assessment and delivery team, covering all mega-processes for total business transformation.
• Project Duration: Summer of 1996 to Fall of 1996. Note: Project implementation commenced this Winter of 1996 and is to last about 1 year.
• Project Issue: ISO 9000 certification.
• Project Approach: Facilitating the company owners in the integration of the MD directives, FDA regulations and the ISO 9001 guidelines.
• Project Expected Results: Expanded market opportunities, adherence to contractual requirements, and consistent quality processes. Expect to achieve a 3.6 to 1 ROI with a payback period of 69 days. Note: This specific project was partially funded by the New York State Economic Development Skills Training Program. Most manufacturing companies are eligible for this type of assistance.

V. Company: Apparel Manufacturer, Long Island City, New York

• Responsibility: As a Project Manager and Facilitator, was responsible for consulting services in the areas of both production and office operational improvements.
• Team Participation: Member of a cross-functional productivity team of 10 team members, representing areas from the shop floor and support functions.
• Project Duration: 9 months from the Fall of 1995 to Spring of 1996.
• Project Issue: Implement continuous improvement projects.
• Project Approach: Educated and trained “championship” team in Kaizen and facilitated their implementation of improvement projects via weekly team meetings and with hands on coaching on the production floor and in the office area.
• Project Results: Faster response to customer demand with reduced inventory by implementing additional work cells, thus reducing rework and scrap with higher product quality. This resulted in a 4.7 to 1 ROI with a payback period of 52 days.

IV. Company: Plastic Bottles Manufacturer, Brooklyn, New York

• Responsibility: As a Project Manager and Facilitator, was responsible for consulting services in the area of manufacturing improvements.
• Team Participation: Member of a cross functional quality improvement team of 13 team members from the molding, tooling, material, quality and production departments.
• Project Duration: 10 months from the Summer of 1995 to the Spring of 1996.
• Project Issue: Reduce setup times and improve management effectiveness.
• Project Approach: Educated, trained and facilitated “championship” team in setup reduction utilizing Single Minute Exchange of Dies (SMED) methodology and coached management in leadership functions and skills. Client was to apply for the NYS Excelsior Award (similar to the Malcolm Baldrige National Quality Award).
• Project Results: Reduced setup times from an average of 5 hours down to 2.5 hours, resulting in an annual savings of ~$94K, representing an ROI of 7.7 to 1 with a payback period of 33 days. Unfortunately, this division’s plant with 250 people was restructured and company closed in NY.

III. Company: Consumer Health Products Manufacturer, Fort Collins, Colorado

• Responsibility: As a Project Manager and Consultant, was responsible for consulting services in the area of operational and organizational technology.
• Team Participation: Member of a joint steering committee of 14 members, all of whom formed a multi-disciplinary and vertically sliced, “championship” team.
• Project Duration: 7 months from the Spring of 1994 to the Fall of 1994.
• Project Issue: Attain efficient supply chain processes; balance internal customer and provider service levels; improve direct and indirect labor productivity; enhance communications and enthusiasm.
• Project Approach: Educated, trained and facilitated “championship” team in “world class manufacturing” concepts, tools and implementation actions (i.e., setup reduction, employee involvement, group cell technology, “pull” system, uniform scheduling, quality assurance, supplier and customer relations, TPM, organizational housekeeping, performance measurements and project management.
• Project Results: Reduced cycle time and production costs, resulting in annual savings of ~$1.8MM, representing a 2.0 to 1 ROI with a payback period of 9 months.

II. Company: Lead Smelter Facility, Avonmouth, Wales, United Kingdom

• Responsibility: As a Senior Consultant was responsible for consulting services in the area of employee collaborations.
• Team Participation: Member of a joint change committee of 12 team members, half of whom were client employees from several of the smelting operations (Sinter, Acid, ISF and Refinery).
• Project Duration: 6 months from the Spring of 1992 to the Summer of 1992.
• Project Issue: Reduce the emission of lead in air, and thus, lead in blood.
• Project Approach (my work-stream): Educated and trained joint team and their leveraged Employee Involvement Teams in CQI concepts and implementation (i.e., problem solving, team building, effective operations’ meetings and reporting utilizing the A.I.M.).
• Project Results: Reduced the emission of lead in air by 90%, from ~ 100mg/M3 down to ~10mg/M3.

I. Company: Packaged Food Producer, Teramo, Italy

• Responsibility: As an independent management consultant, was responsible for consulting services in the area of production operations.
• Team Participation: Member of a senior management staff “change” committee, including managers from all of the major processes (production, engineering, R&D, etc.).
• Project Duration: 2 months in the Fall of 1991.
• Project Issue: Reduce the manufacturing time from shop order to product shipment.
• Project Approach: Educated and trained “Change” Team in CQI concepts. Assessed “As Is” situation, identified areas of opportunity, developed course of actions, implemented, and monitored with adjustments, operational effectiveness methods (i.e., visual boards, SQC, SMS, production improvement meetings and corrective action program).
• Project Results: Reduced process cycle time of converting raw materials to finished goods by 25% across 40% of their brands and increased capacity by 30%.