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Kevin Flynn

Principle

Canada | Dec 3, 2024 | 9:36 PM Local Time

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Strategy ▪ Program Management ▪ Implementation ▪ Organization Building ▪ Executive Coaching

▪ Lean Management Consultant / Senior Executive seeking contract positions specializing in helping clients improve and grow organizations.

▪ Significant success turning around and leading challenging situations in government, healthcare, finance and a wide range of manufacturing environments.

▪ Technical, interpersonal and tactical expertise that allows me to quickly generate trust and respect from diverse stakeholders.

▪ Track record for building organizations and enabling resources to buy in and achieve sustainable transformation.

PROFESSIONAL EXPERIENCE

Principal Canada, The United States (November 2006 – present)

MSA Management Consulting – Toronto, Ontario

MSA is an implementation based consulting firm founded on the “3 Rs” of consulting: Respect for Results, Respect for Clients, and Respect for Each Other. Associates and staff have delivered measureable results in both the private and public sector in North America, Asia and Europe. The firm is particularly skilled at delivering LEAN initiatives in less traditional office or white collar areas.

Nestle Canada: Conducted a comprehensive Lean value stream assessment within the Confectionary logistics area that enabled significant reductions in inventories and cycle time.

Cardionet: Implemented a Lean transformational initiative within the Inside Call Centers and New Patient On-Boarding areas of this leader in mobile cardiac outpatient telemetry.

eHealth Ontario: Ontario Laboratory Information System (OLIS): Used Lean techniques to manage the design, build, test and deployment of remaining functionality allowing my clients Hewlett-Packard and Accenture to complete the transition of the application to their client.

eHealth Ontario: Chronic Disease Management System – Diabetes Registry: Successfully oversaw the implementation of all infrastructure, network and registries requirements including privacy and security in support of this critical government agency program.

eHealth Ontario: Medication Management System: Responsible for ensuring that all aspects of both the Health Care Providers’ and Clients’ registries are fully operational in support of this strategic government agency program.

Acting Principal Canada, The United States (November 2009 – May 2010)

Trindent Management Consulting – Toronto, Ontario

Company Strategy: Work with company ownership to develop and implement a strategy to allow them to significantly grow their business and put in place sustainable and repeatable internal Sales and Operations processes.

Sales: Oversaw the implementation of a Sales team to provide sustainable and consistent growth for the company. Responsible for all aspects from recruiting and hiring through to the execution of Assessments to sell consulting projects.

Operations: Recruited, hired, trained and managed independent teams of management consultants. This included defining formalized internal business processes designed to deliver project results for clients.

Achievements: Re-established a North American presence for the company by selling and crewing two projects that will account for 30% of the required revenue for FY 2010.

Executive Vice-President, Chief Operating Officer Canada, US, Mexico, Asia (2002 –2007)

Superior Machine & Tool – Chatham, Ontario

Superior Machine and Tool was a 70-year-old “job shop” company in the automotive industry with a history of technical excellence but inefficient processes, obsolete systems and financial challenges. Through a hands-on, people-oriented approach to opportunities I was able to engineer significant improvements in all aspects of the business. (See Table 1 for a detailed list of successful Lean initiatives) The owners, however, facing stiff offshore price competition, escalating raw materials costs, a strengthening Canadian dollar, and a substantial severance liability made the difficult decision to close down the manufacturing division of the company in 2007.

Led all aspects of the business, including Sales and Marketing, Engineering, Purchasing, Operations and Administration, reporting directly to the parent company.

Collaborated with the parent company on the wind down of the business.

Director, Management Consultant Canada,

The United States (1996 –2002)

Carpedia Group International – Oakville, Ontario

Carpedia is a medium-sized management-consulting firm that focuses on profit improvement. Operating in a diverse range of sectors including heavy to light manufacturing, healthcare, food services, transportation, aerospace and financial services, the company boasts a 93% project success rate and can list 98% of its clients as references. Measuring project results using the clients’ financials, Carpedia’s mandate is to provide “Results not Reports.”

Led project strategy and client development for a total of 38 different management-consulting projects in a wide range of industries (see Industry Experience, next page).

Managed 10 to 15 internal and assigned client staff on five to seven concurrent projects.

Selected for the company’s Results Council on three separate occasions.

Technology Coach – Coke Production Department Canada (1990 –1996)

Dofasco Limited – Hamilton, Ontario

Managed a team of 20 to 25 engineers and technologists working on projects ranging from chemical plant process optimization to long-term coal supply strategy. Dramatically changing environmental control requirements were the driving force behind much of the efforts.

Implemented standardized, electronic project tracking across the department resulting in tighter control of resources and deliverables.

BUSINESS SKILLS

· Strategy Development

· Project Management

· ITIL Standards

· Business Systems Development

· Client Development

· Process Improvement (LEAN, Six-Sigma, TQM, QS9000)

· Profitability Analysis

· Operational Audits

· Manager/Executive Evaluation

· Manager/Executive Training & Development

· Activity Analysis

· Supply Chain Optimization

· Information Systems

· Business Process Evaluation

· Organizational Behaviour Change

· Market Analysis

· Effective Negotiation

· Sales System Audits

· Strategic Selling

CONSULTING EXPERIENCE

Sales & Marketing:

· H.J. Heinz, Consumer food sales, processing and distribution

· Jones Packaging, Commercial and consumer packaging

· Aluminart, Residential aluminium doors & windows

· 7 Continents, High-end fashion fixtures

· Superior Machine & Tool, Automotive stamping dies & related equipment

· Osram Sylvania, Industrial and commercial lighting equipment sales & service

· Auralim, Retail high-end gifts and luxury items sales & distribution

Operations:

· Government of Ontario, Canada, Integration Lead for several major software development initiatives

· Cardionet, Mobile Cardiac Outpatient Telemetry services, Call centre and Operations

· Nestle Canada, Consumer food processing and distribution; Supply Chain optimization & Bad Goods expense reduction.

· H.J. Heinz, Consumer food processing, Operations, storage and distribution; Wholesale truck fleet management & optimization; Industrial Health & Safety

· Omstead Foods, Consumer food processing – fresh and frozen

· Elmira Poultry, Consumer poultry processing and distribution

· Alfresh, Consumer beverage bottling & packaging

· Cardionet, Medical Devices Company; Customer Service & Call Centre Operations

· eHealth Agency (Ontario Ministry of Health), IT Solutions Provider (Healthcare)

· Hewlett-Packard, IT Solutions Provider

· M.D. Robotics, Aerospace Engineering - Canadarm

· Menasco, Airplane landing gear engineering and manufacturing

· Jones Packaging, Commercial and consumer packaging

· Baffin, Consumer footwear manufacturing & distribution

· Aluminart, Residential aluminium doors & windows

· Butcher Engineering, Automotive aftermarket parts distribution

· Kromet, Commercial appliance part manufacturing (aluminium extrusion)

· Mifab, Industrial plumbing fixture sales & distribution

· Dofasco, Coke production and chemical by-product processing

· Stelco, Steel manufacturing and slab inventory management

· Eagan Visual, Commercial office equipment manufacturing and distribution

· Lykes Lines, Global container shipping (land & sea)

· Metso, Heavy equipment part manufacturing

· Centerline, Automated welding equipment manufacturing

· OSF, Retail store fixture design, manufacturing and distribution

· Roadware, Road surface data collection and scanning equipment manufacturing

· Manulife Financial, Industrial & commercial mortgage administration; Document storage and retrieval

Table 1: Lean Business Initiatives

Marketing	Designed and implemented an annual Marketing Survey to assess the company’s performance versus best-in-class competitors on 25 product attributes. Information collected helped to create a Marketing Strategy that allowed the sales force to differentiate the company and better resonate with customers.
Sales	Installed a Sales Management System that tracked sales funnel activity by value chain on a weekly basis versus plan. This allowed management to focus on key barriers to sales as well as accurately forecast upcoming volumes. Funnel conversion was greatly improved utilizing the Miller Heiman sales strategy techniques (Blue Sheets and Green Sheets). Assumed direct responsibility for developing key accounts in Mexico. As a result of my frequent visits and familiarity with this market these accounts grew to over 80% of sales.
Quoting	Implemented a process to standardize the cost estimating for all types of highly complex tools and fixtures. The statistical model, based on five key product characteristics, reduced the time required per quote from over four hours to a matter of minutes. This in turn allowed the company to reduce the turn around time for large quoting packages from weeks to days. It also greatly increased the accuracy and repeatability of each quote.
Program Management	Reorganized the department to align with the specific value streams identified through our Lean Manufacturing initiatives. Program Managers managed the overall progress of each job using Time Fences on a Master Schedule. Variances were tracked as Days Late by department with recovery plans communicated both internally and with the customer. This group provided a single point of contact for each customer, which increased business development opportunities.
Engineering	A shortage of skilled designers and toolmakers was addressed through the implementation of “whiteboard” designing. In this way critical high-level engineering work was performed manually by senior technical people while CAD work was performed by more junior designers. This allowed the company to leverage limited skill sets.
Design	This department was organized into Work Cells each focused on specific Value Chains. Schedule attainment for each Work Cell was tracked by measuring Days Late versus plan. Over the past three years Design productivity had consistently met plan despite a 30% price erosion and increased industry reliance on domestic and offshore (India) outsourcing.
Procurement	Installed a system to track weekly material variance to budget by job. This allowed management to recover variances while the jobs were still proceeding. In addition, both North American and Asian supply chains were established to benefit from the threat of Low Cost Country competitors.
Production	Productivity and efficiency were tracked daily throughout the shop by comparing earned (budget) hours to paid hours for each job. In spite of initial opposition from all levels Lean Manufacturing principles were applied through the utilization of employee improvement teams. Standardization of manufacturing methods in a “job shop” environment greatly simplified the manufacturing process and allowed us to reduce labour hours, lead times and the percentage of high-skilled workers. Employees tracked daily performance and drove continuous improvement initiatives during Daily Update Meetings. In some cases equipment that had not moved for forty years was moved twice and three times as the traditional “batch and queue” layout was transformed into highly visible Value Streams.
Admin	Conducted workload analysis and reduced activity levels to those required to support the needs of the company, which allowed us to significantly reduced headcount requirements in these departments
Labour Relations	The company was unionised for the first time in its 65-year history just weeks prior to my joining. Employee dissatisfaction was very high and management faced a huge challenge in learning to work in the new environment. Labour relations were stabilized and major work interruptions were avoided through a consistent application of the Collective Agreement, as well as the creation of good working relationships with both the union and the elected stewards. An attempt by the union to organize the salaried staff was also successfully averted. A new collective agreement was successfully negotiated despite the challenges of dealing with a new union (UAW).
Business Systems	Business systems were installed that tightly linked yearly budgets to monthly, weekly and daily operating plans throughout the company. Key operating indicators such as Sales Funnel Conversion, Material Variances, Productivity, and Schedule Attainment were managed on hourly, daily and weekly intervals to identify variances from plan in a timely manner.
Quality	I am most proud of the company’s management operating system that allowed us to become certified under the new ISO quality standards. Management tools used throughout the organization that linked company objectives to operational requirements were described by our auditors as being “benchmarks in this and any other industry.” What set Superior’s Quality Management System apart was 1) it was used on a daily basis to manage the company and 2) it was driven by top management as opposed to a separate Quality department.

Identity

Username:	ksflynn001
Member Since:	Jan 1, 2013
Last login:	May 21, 2013

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Kevin Flynn

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