Toward Zero Blog

Steve Smith

Steve Smith
Business Process Optimization and Change Management Executive


Most executives realize the value of efficient, consistent, and scalable business processes, but struggle when it comes to actually achieving that.

As a Business Process Optimization and Change Management executive, this is where I have excelled in a career that has spanned both corporate leadership and consulting roles within multiple industries, including food and beverage, and pharmaceutical industries.

The initiatives I lead help to eliminate bottlenecks, cut out inefficiencies, minimize unproductive activities, simplify complexity, and improve the use of technology. More importantly, I help to build support across organizations to ensure that employees actually “buy into” the changes and that the changes “stick.” The end results I create drive significant and sustainable increases in operational efficiencies and productivity, along with virtually all other key performance metrics.

With more than 15 years of corporate-wide leadership experience with global responsibility, I have managed up to 20 direct reports in systematically redesigning and optimizing business processes, driving continuous improvement, and leading change initiatives that:

* Lower costs
* Simplify systems
* Solve safety issues
* Enhance quality
* Improve productivity
* Increase efficiency
* Streamline business operations
* Strengthen customer relations

I am especially skilled at building buy-in and support for process improvement and change initiatives, even among initially change-resistant leadership teams and organizations. I am also known for creating a team atmosphere in which all stakeholders are engaged, involved, and invested in the changes and improvements.

* Six Sigma Green Belt
* Lean Master Certification
* MS and BS in Industrial Engineering
Find me on:

Recent Posts

OEE: 3 Questions Clients Always Ask, and 4 They Should (but Don’t)

Manufacturing companies are still eager to use OEE.  Some industry analysts say that it's “dead,” but not everyone in manufacturing agrees.  Yes, it’s high-level, and as a standalone metric it’s not particularly actionable.  However it’s also a powerful measurement that nearly anyone in a company can quickly digest and use as a starting point to uncover why things aren’t going the way they’re supposed to.  That’s not to say that OEE hasn’t been the subject of significant debate — and even angst — since it first made an appearance in Seiichi Nakajima's 1982 book TPM Tenkai. (later published as Introduction to TPM: Total Productive Maintenance, also by Seiichi Nakajima).

1

Steve Smith

Steve Smith
Business Process Optimization and Change Management Executive


Most executives realize the value of efficient, consistent, and scalable business processes, but struggle when it comes to actually achieving that.

As a Business Process Optimization and Change Management executive, this is where I have excelled in a career that has spanned both corporate leadership and consulting roles within multiple industries, including food and beverage, and pharmaceutical industries.

The initiatives I lead help to eliminate bottlenecks, cut out inefficiencies, minimize unproductive activities, simplify complexity, and improve the use of technology. More importantly, I help to build support across organizations to ensure that employees actually “buy into” the changes and that the changes “stick.” The end results I create drive significant and sustainable increases in operational efficiencies and productivity, along with virtually all other key performance metrics.

With more than 15 years of corporate-wide leadership experience with global responsibility, I have managed up to 20 direct reports in systematically redesigning and optimizing business processes, driving continuous improvement, and leading change initiatives that:

* Lower costs
* Simplify systems
* Solve safety issues
* Enhance quality
* Improve productivity
* Increase efficiency
* Streamline business operations
* Strengthen customer relations

I am especially skilled at building buy-in and support for process improvement and change initiatives, even among initially change-resistant leadership teams and organizations. I am also known for creating a team atmosphere in which all stakeholders are engaged, involved, and invested in the changes and improvements.

* Six Sigma Green Belt
* Lean Master Certification
* MS and BS in Industrial Engineering
Find me on:

Recent Posts

OEE: 3 Questions Clients Always Ask, and 4 They Should (but Don’t)

Manufacturing companies are still eager to use OEE.  Some industry analysts say that it's “dead,” but not everyone in manufacturing agrees.  Yes, it’s high-level, and as a standalone metric it’s not particularly actionable.  However it’s also a powerful measurement that nearly anyone in a company can quickly digest and use as a starting point to uncover why things aren’t going the way they’re supposed to.  That’s not to say that OEE hasn’t been the subject of significant debate — and even angst — since it first made an appearance in Seiichi Nakajima's 1982 book TPM Tenkai. (later published as Introduction to TPM: Total Productive Maintenance, also by Seiichi Nakajima).

1