Experience

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  The boeing company

  Jan 1988 - Jan 1999

  Manufacturing manager

  Various roles with last position as ERP Supervisor accountable for developing and implementing company-wide tool engineering systems architecture and business processes; developing solutions with SMEs to manage risks and keep all airplane programs on schedule; and advising the Tool Engineering Process Council of technical and schedule changes affecting their programs.RESULTS• Developed implementation plan and managed risks and issues associated with program variables • With site managers, led training of 1500 employees in 6 divisions• As engineer, reduced tool costs by $2 MM and improved schedule 10 months using metrology technology Show less

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  Perforex

  Mar 1999 - Aug 2006

  Project manager

  Accountable for staff training and development, performance reviews, conflict management and sales referrals for multiple projects per year. Ensured projects were on schedule, within budget and delivered results.RESULTS• Implemented 40+ management systems for production, quality, cost, and value creating sustainable improvement of $3 - $12 MM • 2003 and 2004 Project of the Year for delivering ROI and developing new tools and knowledge

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  Hayes group, inc.

  Aug 2006 - Sept 2011

  President

  Owner of business that partners with client teams to reduce cost and increase revenue with focus on high value products. Accountable for developing standardized processes, tools, and reports; defining the corporate and manufacturing facility meeting structure; and creating a performance improvement culture working with front-line client teams across 5 manufacturing operations.RESULTS• Superior Helicopter: developed bid appraisal tool to define break-even point for projects and field data collection tools supporting performance reports; 14% decrease in turn time and 15% increase in load/turn.• Swanson Lumber: developed value strategy, analytical tools and execution protocol used to reduce defects, increase value, and improve operating efficiencies of $1.5 - $3 MM • Swanson Plywood: led the post-merger transition plan including safety program, preventive maintenance plan, management systems, employee training, and performance reports. Spanish for 50% of front-line. Show less

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  Poyry management consulting

  Sept 2011 - Oct 2013

  Principal

  Accountable for performance improvement for diverse projects including bio-mass co-generation plant, marketing and sales, maintenance, production, quality, and safety; project assessments to quantify the financial opportunity; and management solutions designed to deliver sustainable financial results and employee engagement.RESULTS• Idaho Forest Group: reduced cost 10%, increased production 8% and value 8% for $3 MM• California Redwood Co: reduced cost 2%, increased production 4%, value 2% and quality 3% for $5 MM Show less

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  Rlg international

  Nov 2013 - Jul 2022

  Subject Matter Expert developing client’s business acumen to improve results at Pasadena, Richmond, and El Segundo Refineries. Decrease cost and increase reliability of contractor workforce executing maintenance and capital projects. Accountable for developing advanced work packaging processes and tools to ensure constraint free work; developing scrum and pull planning operating rhythm and visual management tools to engage foremen in defining their weekly commitments; defining winning performance metrics; and transforming employee behaviors to support a risk-free culture focused on removing roadblocks, continuous learning, and partnerships.RESULTS• 18% reduction in contractor headcount• 9% improvement in contractor productivity• 107% increase in constraint free backlog• 139% improvement in percent of promises complete• Total savings of $27 million• Toot Your Horn business development recognition award• RLG 2020 Best of the Best award• Chevron President’s Award for client project leaders Show less Rebuild client relationship and implement standard operating rhythm. Accountable for front-line engagement and ownership of performance results; applying lean practices with SMEs to identify As-Is process gaps and define To-Be processes and KPIs; Power BI dashboards used by the front line to drive safety, reliability, productivity and cost improvements; and leading finance CI team’s assessment of data and KPI Dashboards to support leadership teams’ business review. RESULTS• Annualized $8 MM decrease in cost and $11 MM increase in availability over baseline• 30% reduction in age of maintenance notifications• 45% improvement of MOC on-time completion• Dashboards identified by management as the refinery gold standard Show less Ensure success of largest turnaround ever planned for refinery. Accountable for developing business reviews and boardwalks to facilitate communication of performance results at all levels of the organization; implementing 24-month planning cycle; defining process for risk ranking and work scope prioritization; optimizing project duration and schedule reliability; and defining lessons learned process for continuous improvement.RESULTS• 26% improvement in estimating accuracy mitigating $17 - $28 MM risk• 21% reduction in work scope to reduce project risk $6 MM• Eliminated 4 days from critical path saving $3 MM• 52% reduction in average execution days over plan from baseline for $7 MM• 8 month project extension• Contribution to Craft and Toot Your Horn recognition awards Show less Decrease surface facility build time in wild west Bakken oil field. Accountable for creating processes and field data collection tools with front line supervisors that support action oriented business reviews at all levels of management; creating design build discipline and collaboration; implementing front-line planning tools recognized as best practice; and creating organizational discipline in the planning, execution and completion of projects, ensuring proactive management behaviors and an environment of collaboration that supports continuous improvement.RESULTS• 33% reduction in delivery of surface facilities prior to key revenue producing milestone• 52% reduction in construction labor and equipment costs• Reduced average construction days from 116 days to 39 days• ROI 12:1• 6 month extension Show less

  • Operational Excellence Performance Coach | Project Manager

    Apr 2018 - Jul 2022

  • Project Manager | Performance Improvement Coach

    Sept 2017 - Apr 2018

  • Project Manager | Performance Improvement Coach

    Sept 2015 - Sept 2017

  • Project Manager | Performance Improvement Coach

    Nov 2013 - Sept 2015
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  Evolve partners llc

  Jul 2022 - now

  Client partner