Achievements: Process Management
- Developed flowcharts that visualised process and procedure workflows to collaborate with teams and individuals on iteratively enhancing their tools and methods.
- Investigated process entropy and organisational evolution to continually identify the innovation, optimisation and automation opportunities that aligned with strategy and desired outcomes.
- Led cross-functional, multi-jurisdiction and global process improvements, harmonisation and consolidation in cooperation with organisational stakeholders.
- Led the reengineering of defective, inadequate or legacy processes to see significant productivity gains.
- Managed tailored versions of Business Process Management (BPM) to control, examine and optimise tool performance, method flow, and teams or individual practice and behaviour.
- Was responsible for correcting process deficiency, improving quality, increasing visibility, and assessing the operational readiness of tools and methods to tolerate process change.
- Was responsible for process management within organisations having over 7,000 employees working in over 120 offices in 80 countries.
Lean Thinking and Continuous Improvements
- Created and managed cross-functional, collaborative Continual Service Improvement Teams that identified more efficient and effective tools and methods, practices and behaviours.
- Developed process Standard Work that provided teams and individuals with best practice: sequential, repeatable operations that minimised variation and ensured consistent quality.
- Guided leadership to set an example of adaptation by adopting Leader Standard Work, a crucial first-step in leading Lean Transformation in Lean Thinking organisations.
- Initiated removal of superfluous, redundant and expendable components and data (waste) from key tools and methods to improve performance and recoverability.
- Initiated the elimination or reduction of the 7 forms of “TIMWOOD” waste in departments and teams: Transport, Inventory, Motion, Waiting, Over-Processing, Overproduction, and Defects.
- Led continual capability improvements: “as is”, “should be” and “could be”.
- Managed teams’ desired outcome to baseline key tools and methods for future operational troubleshooting and performance gains.
- Represented “People First” by ensuring organisational performance is not impaired by an 8th form of “TIMWOOD(S)” waste: “S” for skills waste, or the underutilisation of human talent.
- Was responsible for exerting tactical influence (mentoring) to anticipate excellence opportunities, to instinctively collaborate, and to continually improve with a focus on superior results.
- Was responsible for Lean Thinking; in essence the review, reorganisation and improvement of key organisational processes — increase flow, remove waste, reduce variation.
Skills: Process Management>>
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