Process Improvement Specialist (Lean Six Sigma Black Belt), Pacific Gas & Electric Company, Organizational Change Management Projects

START Date: 
September, 2007
END Date: 
February, 2009

Position reported to a Director. Recruited to lead business case development, performance metrics, and project planning initiatives that support Business Planning for Customer Care, Corporate Services, and Shared Services. Accomplished these milestones within a compressed time-frame: 

- Selected in March 2008 as a Lean Six Sigma Black Belt candidate assigned to Performance and Process Improvement. 
- 200+ hours of training included four (4) methods: visual, auditory, doing/kinesthetic, and teaching/Socratic.
- Concurrently passed the PMP exam in May 2008. 
- Passed Lean Six Sigma (LSS) Green Belt exam in November 2008.
- Passed LSS Black Belt exams in December 2008. 

Led a Lean Six Sigma project team that used the Define, Measure, Analyze, Improve, and Control (DMAIC) process to study the impact of employee development planning & development plan management on the employee engagement of a 450 person Finance Staff. Presented to senior management a soft cost avoidance of $thousands per each retained employee. Utilized organizational change management (OCM) techniques to build awareness through communication, educate/train for understanding, build acceptance, and influence for buy-in. 

Created departmental dashboard that derived KPI metrics tied to CFO organization processes and goals (outcomes). Benchmarked and aligned metrics to a five-level process maturity hierarchy: Level-1 – Initial, Level-2 – Managed, Level-3 – Defined, Level-4 – Predictable, and Level-5 – Optimizing.

Experience Hours (Planning & Scheduling): 
Experience Hours (Cost Management): 
Experience Hours (Forensic Analysis):