Accomplishments


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Led strategic Entertainment Group & Mobility (EGM) Transformation Office for Tech Dev following the DirecTV merger (2016-17)

Facilitated leadership engagement and messaging supporting the merging of AT&T and DirecTV IT organizations

Many merger related issue include combining the software development processes of both companies. The Transformation Office in DirecTV’s El Segundo headquarters lead change management and communications initiatives, capturing and analyzing key employee data.


Created simple technique for employees to use when communicating up to leaders, as part of IT’s Capabilities Evolution Culture Team (2016)

The goal was to simplify and improve oral and written communications with leadership by providing a simple, easy-to-remember, acronym-based checklist

The checklist was distributed as a one-page slide and was promoted through a short video from senior leadership. In these short videos, leadership reviewed the checklist and showed their team how to use it. The checklist was also endorsed through organizational staff meetings and town halls.


Developed Learning and Development strategy for newly formed Open Learning Engine (OLE) in AT&T’s IT division (2015)

<h4Created branding strategy, and implemented capture of voice of customer data

AT&T’s Workforce 2020 initiative contains multiple initiatives. OLE is an “interest focused aggregator for learning-related content across AT&T and the digital world.” This internal tool allows users to choose their interests, read articles and watch videos, and finally to share information with peers.


Presented IT Lean Program Optimization concepts to Program Management Center of Excellence’s Mentoring Circle Series (2014)

In a summer series of learning modules, created and presented a series of lean core concepts and how they apply in IT and technology development

Sessions started by reviewing eight wastes in IT and the lean principles that support Lean thinking, including Agile software development. Once we gained understanding of the principles, participants were provided specific “how-to” guides to improvement. For each principle, a real-world example was discussed. Work samples were reviewed and discussed by the group. Successes were highlighted as were ways to improve the process going forward. Topics included: Seeing Customer Value: How to Create a Value Stream Map , Performing a Digital 5S , A3 Problem Solving Method , and a review of an on-site Tax Team Kaizen .


Focused Communication & Engagement Strategy on Three Relevant Target Audiences (2012-13)

IT Leaders, Quality Practitioners, and those New to Continuous Improvement Receive Customized Messaging  

IT Leaders now receive bullet point messages related to each project closure. These announcements include only the relevant points of each project, and have links to more information.

Practitioners (from Green Belts to Master Black Belts) are now engaged using our, “Learning to Improve” blog. This also follows a “pull” strategy versus our previous “push” practice of sending email to large distribution lists.

Those new to continuous improvement now find a graphical representation of our value proposition. It shows the 5 steps from “new idea” to “project start”. Previously they were confronted with navigation menus on the top, left, right, and bottom of the home page.


Led IT-Wide Cycle Time Reduction Effort Using Value Stream Mapping (2011-12)

Following a series of Lean IT projects, Cycle Time reduced by 33%

Kicked off and led enterprise-wide lean PDCA project that focused on lowering the time between receipt of an IT work request and delivery of the initial time and cost estimates. Enterprise project spawned additional projects related to each solution as well as projects run from within various IT divisions.

Created integrated Value Stream Maps for the work initiation process flow. These graphical images were instrumental in persuading senior leader of the need to form additional Lean PDCA* projects.

*Plan, Do, Check, Adjust


Led AT&T Tax Exemption team Kaizen Event (2011)

Mentored IT leader, who was in the process of earning his Lean Six Sigma Green Belt, to gain support for the on-site kaizen event. We worked together on the planning, and I supported his work on-site. Kaizen accomplishments included: conducting Lean Team training;  producing a Value Stream Map; working with the team participating in virtual gemba walks prior to the event and on-site at AT&T world headquarters in Dallas, TX.  The result was a preliminary As-Is Value Stream Map (VSM). During the Kaizen event live process observations were conducted to validate the virtual VSM developed.

Once on-site, the team went through several sessions designed  to exercise their innovation muscles. The team looked at the problems from many different angles, then brainstormed countermeasures to address the problem clouds. Countermeasures we then prioritized based on potential payback & ease of implementation.


Developed & Delivered “Intro to Lean IT”,Hands On Workshop for IT MATREX members (2010-11)

Customized generic AT&T Lean Six Sigma Center of Excellence material to suit participants in AT&T’s MAnagement TRansition Exchange (MATREX) Program. (high potential IT individuals who were recruited by AT&T). Created all materials needed to conduct the class building on specific learning objectives with highly interactive hands on activities. Based on positive feedback from pilot classes, received permission to present “Intro to Lean IT” to MATREX 2010 groups in St. Louis, MO; San Ramon, CA; Dallas, TX; and Hoffman Estates, IL.


Designed, Developed, & Led Deployment of “Lean IT” in AT&T’s IT division (2010-12)

Deployment covered all IT (~45,000 employees and contractors worldwide) Work included designing, testing, and implementing Lean IT processes, including integrating Plan, Do, Check, & Adjust cycle with specific focus on Software Development Life Cycle (SDLC).  Mentored / Coached: Project Champions/Sponsors, IT Black Belts, IT Green Belts and support teams during Lean IT Pilot Projects.


Led AT&T Tax Exemption team Kaizen Event
(similar to GE Work Out session) (2011)

Kaizen event lowered cycle time for two key processes by 24% and 18%.

Mentored IT leader, who was in the process of earning his Lean Six Sigma Green Belt, to gain support for the on-site kaizen event. We worked together on the planning, and I supported his work on-site. Kaizen accomplishments included: conducting Lean Team training;  producing a Value Stream Map; working with the team participating in virtual gemba walks prior to the event and on-site at AT&T world headquarters in Dallas, TX.  The result was a preliminary As-Is Value Stream Map (VSM). During the Kaizen event live process observations were conducted to validate the virtual VSM developed.

Once on-site, the team went through several sessions, designed  to exercise their innovation muscles. The team looked at the problems from many different angles, then brainstormed countermeasures to address the problem clouds. Countermeasures we then prioritized based on potential payback & ease of implementation.


Improve Software Testing Efficiency (2009)

Black Belt Mentor for Six Sigma Green Belt Project Lowering Annual COPQ by $1.87M

Application developers were spending too much time in Production fixing problems, and not enough time in the Testing environment, finding bugs before they reached production. This was costing the company an estimated $xxxK annually. This Six Sigma project used the DMAIC methodology to install process that improved the team’s ability to find and report software bugs earlier in the process. Thisreduces Developer hours in Production environment, since a higher number of bugs are being detected early in Test cycle. As a result of this team’s improvements, the annual Cost Of Poor Quality (COPQ) has decreased by an estimated $1.87M.


Improve First Pass Yield (2008)

Black Belt Mentor for Six Sigma Green Belt Project Lowering Annual COPQ by $2.9M

Local Number Portability System Manger earned Six Sigma Green Belt Certification as a result of this effort. Project resulting in lowering the cost of poor quality by $2.9M annually.


Lower Time to Handle Trouble Tickets (2007)

Led Six Sigma Black Belt Project Lowering COPQ by $1.95M

Mission critical web based customer account management system was facing crushing error rate while marketing group continued to push customers onto the web. The Six Sigma Black Belt project yielded $1.95M in annual cost savings year over year. Project Resulted in 95% Improvement in KPI for Customer Facing Product.



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Improve Speed to Market (2006)

Streamlined Vendor On-Boarding for Cingular Wireless Lowering Annual COPQ by $350K

Used Six Sigma process mapping and basic process improvement strategies to streamline processes, bringing on vendor partners to realize $350,000 in annual cost savings by the end CY’06.


Improve Software Quality Monitoring Accuracy (2006)

Black Belt Mentor for Six Sigma Green Belt Project Lowering Annual COPQ by $600K

Mentored Six Sigma Green Belt improvement project through the Six Sigma DMAIC cycle resulting in over $600,000 in cost savings by the end CY’06. This project focused on Software Quality Assurance incorporating Six Sigma into Cingular’s Rational Unified Process (RUP) and Software Development Life Cycle (SDLC).


Improve IT Standard Practices (2006)

CMMI SCAMPI-B Pilot Audit of targeted IT departments

CMMI® (Capability Maturity Model Integration) consists of best practices addressing the development and maintenance of products and services covering the product life cycle from conception through delivery and maintenance. CMMI is the generally recognized maturity model in the software development industry.  Evaluating organizational maturity using the rigorous audit process known as SCAMPI, (Standard CMMI Appraisal Method for Process Improvement).



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Facilitate Enterprise-Wide Training & Development Strategy (2005)

Worked with AGL Resources’ Talent Management Director to pull widely scattered financial data, stakeholder feedback and best practices from the corporate learning community together. Presentation to senior leadership resulted in consolidating training design and development at the corporate level.



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Lower IKON University’s Cost to Design & Deliver Sales Training (2005)

Streamlined IKON University’s Curricula Design & Development

This initiative converted all IKON’s Initial Sales Training from instructor-led training to e-learning in 90 days. Implemented transactional six sigma / lean protocols helping to remove costs and improve speed to market. As a result of this initiative, 100% of Initial Sales training was accomplished in the field, avoiding all travel and related costs of the former curriculum.



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Improve Speed to Productivity (2004)

Implemented Transactional Lean Six Sigma Learning System

Lean Six Sigma Black Belt project used kaizen and 5S event in an overhaul of Call Center learning design and development process. Prior to this change, learning/curriculum designers used a craftsman approach to instructional design, taking projects from inception to implementation. Following implementation, learning studios emulate lean manufacturing processes, named the visual workspace, to improve productivity and quality.


Customized Rapid Application Design Protocols for Learning (2003)

Led effort to identify, socialize and implement a customized Rapid Learning Design and Development protocols for Delta’s Call Center learning and development. This initiative cut the time spent in the classroom for Delta’s Global Basic Reservation Sales course by 33%, (6 weeks to 4 weeks) decreasing costs by a third and increasing throughput.


Adapted & Implemented Performance Impact Maps (2003)

Led breakthrough improvement to product development process using the Impact Map concept. The Performance Impact Map became a product of the Rapid Application Design process (similar to RAD/JAD) and was used to communicate precise expectations to stakeholders. Performance Impact Maps bring the performance message closer to home with the addition of the specific terminal tasks required of the learners and the applicable metrics.


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Facilitated Song® Call Center Guest Engagement Form (2003)

Song® Airways is Delta’s low fare subsidiary. Song is Delta’s low fare product. I was a driving force in the introduction of this process improvement shortly after my arrival in the Marketing division. Previously, a traditional check box evaluation was used, producing strict and formal interactions between sales agents and customers. Used subjective Measurement System Evaluation to statistically validate new measurement system.


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Led Industry’s First Cabin Crew Personal Defense Training (2002)

Drove comprehensive personal defense training initiative for Cabin Crews within 6 months of the 9/11 attacks. Led PPCT Use of Force Instructor Certification for Cabin Crew Facilitators. This is the first time individuals outside of law enforcement have gained this certification, normally taught to police and military instructors.


Led E-Learning product launches for Delta Cabin Crew Training (2001)

Led Delta’s Corporate Learning and Development Initiative for Japanese and Middle Eastern Cultural Awareness prior to addition of new service to Tel Aviv, Cairo, Dubai and Tokyo. Saved +$280K versus classroom training. Middle East guide became Delta corporate standard for culture.  Saved +$140K in employee compensation costs transforming Delta Express training from classroom to CD-ROM training. Course evaluations indicated approval rating of 4.5 out of 5.0 for these e-learning courses with +90% participant response rate.


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Led Customer Service delegation to Industry Quality Expo in Paris (1999)

As leader of top continuous improvement team for 1999, I led Continuous Improvement Team streamlining Initial Flight Attendant Training, saving $1.4M per year in lodging costs.


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