Background
Bob is an internationally recognized process improvement specialist. With 35 years of consulting experience and a wide range of manufacturing and service sectors as well as government facilities, he has facilitated the development of process improvement and operational excellence programs. Bob uses a variety of quality management tools that help make formal programs work more effectively by encouraging employee participation and enabling management oversight. These tools also help the programs communicate effectively with a wide range of different stakeholders both inside the organization and in the communities that it serves. He was a pioneer in the area of pollution prevention and is the lead author on the US Environmental Publication, "An Organizational Guide to Pollution Prevention." He worked for the Government of Mexico to provide an independent evaluation of their Voluntary Environmental Audit Program.
Bob has served on the Science Advisory Boards of the US Environmental Protection Agency and the US Air Force. For seven years, he served as a judge for the national environmental awards program for the American Forest and Paper Association. He is a trained examiner in the State of New Mexico Green Zia Environmental Excellence Program that is based on the Baldrige performance excellence model. Bob has been a small business owner and has served on the Board of Directors of a number of companies and not-for-profit groups. He has been involved in commercial training since 1978 and has taught courses in universities since 1987. This diverse background has helped him find effective ways to address the needs of his clients.
Specialties
Bob uses hierarchical process mapping to help his clients focus on processes that support their mission. These process maps serve as the foundation for the complete integration of management systems and process improvement initiatives such as lean and six sigma. Program integration can often save a company money while moving process improvement into the core business. In addition, these programs help management identify and prioritize their opportunities for improvement and build a business case for implementing the process improvement program. Using quality management tools, Bob facilitates the development of draft action plans with employee teams. A management oversight function is developed to approve these formal action plans and review the implementation progress. Typically employees run their projects on a profit/loss basis to substantiate the business case that was prepared for the process improvement program. The true performance of the program can be evaluated using a Baldrige-derived scoring model and this information can be used to prepare more effective strategic plans.
Bob has often helped improve management systems and process improvement initiatives that were experiencing some implementation difficulties. He really enjoys helping his clients balance their top-down programs with bottom-up programs that are carefully aligned with the company's vision, mission and core values. Many organizations are struggling with the establishment of programs that address sustainable development and corporate social responsibility. Bob has helped build these programs from existing management systems and process improvement efforts and worked with his clients to get the attention of the socially responsible investment community and the public at large.
Clients
Bob has worked for large multi-national corporations, small- and medium-sized enterprises and organizations seeking to build capacity for process improvement in micro-businesses. For some of the larger companies, he has developed process improvement and system integration within the supply chain or at some of their smaller facilities. He has worked with government facilities and Native American Casinos and hospitality operations. His commercial training has been attended by federal and state government agency personnel that are trying to better understand how industrial processes operate. Some of his clients include the following: Rompetrol Refinery and Petrochemical complex (Romania), Goodrich, TransAlta Electric, Los Alamos National Laboratory, Eaton Corp, STERIS, Baxter Healthcare, Smurfit-Stone Container, Longview Fibre, Boise Cascade, Kaiser Aluminum, Shell Canada, Amalgamated Sugar, Micron Computer, St. Regis Mohawk Tribe, Coca Cola, Bethlehem Steel, Estee Lauder, Caterpillar, Ceserom Ceramics (Romania), US Army Materiel Command, US Air Force Materiel Command, US Navy Atlantic Fleet Command, and the US Department of Energy.
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