What the work has produced.

Numbers pulled from +10 years in manufacturing plants, pharmaceutical operations, and hospital systems — not projections, not estimates.

Annualized inventory savings: $88M
Reduction, surgical site infections: 57%
Capacity increase, specialty clinics: 41%
Reduction, catheter-associated infections: 44%
OEE improvement via value stream redesign: +38 pts
Leaders and practitioners trained: 2,000+

Specialty clinic network

Across twelve years with Purdue University Healthcare Advisors — seven on staff, five as a retained consultant — Lean Six Sigma was applied to patient flow and infection control across a network of specialty clinics.

Capacity constraints were limiting how many patients the network could see without adding staff or space. Value stream mapping surfaced the bottlenecks in scheduling and room turnover; redesigned daily management gave clinical teams the ability to fix flow problems in real time rather than escalating them.

Capacity increase: 41%
Surgical site infections: −57%
Catheter-associated infections: −44%

Corporate-level Lean Six Sigma initiative

As corporate Lean Six Sigma coach, led an enterprise-wide effort targeting inventory efficiency across multiple business groups.

Inventory carrying costs were spread across business units with no shared visibility into where waste accumulated. Coaching senior leaders through Hoshin Kanri strategy deployment aligned improvement priorities across groups, while Kaizen events attacked the specific processes driving excess stock.

Annualized savings: $88M

Production lead time & defect reduction

Site-wide operational excellence leadership within an FDA-regulated manufacturing environment, balancing productivity gains against strict compliance requirements.

Lean process redesign and stronger frontline engagement cut production lead time without compromising the regulatory controls the site operates under. Structured problem-solving on the production line addressed scrap and defect costs directly, and value stream redesign lifted overall equipment effectiveness.

Production lead time: −18%
OEE improvement: +38 pts
Annualized scrap/defect savings: $1.8M

Every engagement starts with your numbers, not ours.

These results came from specific problems in specific organizations. Yours will look different — let’s find out what’s possible.