Angela Storey

Operational Excellence and Ramp Up Enablement:
• Analyze cycle times at the target percentile, leveraging electronic time stamps, and comparing them to the current schedule. Identify trends, areas of high variability, and summarize opportunities for senior leadership
• Facilitated a series of initiatives drive a 500% increase in manufacturing, through value-stream map updates, and modelling critical attributes for ramp up. Identified a scalable plan and used simulation software to validate it, illustrating over $40M in potential cost avoidance
• Facilitated a strategic workshop focused on reducing turn-around-time, using SIPOCs, process flows, root cause, and prioritization for the End-to-End Value stream owners
• Conducted a capacity analysis for kitting areas, calculating rack requirements for a 100% increase in manufacturing, and developing a just-in-time kit production schedule
• Completed a capacity assessment for manufacturing incubators, proposing a change in incubators to increase capacity by 23% without increasing our footprint.
• Established the company’s baseline Value Stream Maps for all manufacturing processes through direct observations and timings during the early production stages, prior to the availability of electronic batch record.
• Consulted with multiple value stream owners to define their staffing needs based on demand and cycle times for a 700% increase in production to inform plant expansion efforts
• Introduced lean education for new hires and launched an idea-sharing platform, generating seventy ideas in six months
• Managed development of a SMART QC schedule for QC Micro through interviews to analyze demand, cycle time, and curriculum needs to further improve scheduling capability
• Managed a project to define and implement the Out of Specification process through future-state process mapping and tech studies

Cost Savings Initiatives:
• Identified $21M in potential cost savings annually, by facilitating a series of process flow mapping sessions for both manufacturing and ancillary areas
• Generated $900K cost savings annually by optimizing material efficiency and reducing kit waste
• Managed a project, targeting a $10M annual reduction in scrap of critical reagents, facilitating over 250 complex deliverables, including flow mapping, qualification of a new shipper and route, a material comparison study to extend material shelf life, and installation and qualification of cold storage
• Generated $2.4M combined in cost savings annually by analysis and optimization of cleaning supply utilization

CAPA Support:
• Managed a CAPA project to reduce Non-Conformances from lost samples by mistake-proofing and tracking sample chain of custody in route to the lab
• Identified quick wins through direct observations and spaghetti charts to reduce walking and overall surface area in the rooms, leading to better EM outcomes

Operational Excellence, Warehouse, and Craft Improvements:
• Functioned as the sole consultant in the Continuous Process Improvement (CPI) department, advising on diverse business issues across the organization
• Reduced paint utilization by 10% and over-application for $200k annual savings, by facilitating a Kaizen event with root cause analysis and directed creativity to reduce variation through improving technique and planning
• Evaluated valve shop competitiveness through direct observations, comparing performance to targets, proving Vigor could keep valve overhauls in house
• Justified a $530k investment in new welding technology with surveys, timings, and data analysis, measuring a 46% reduction in cycle time, and $130K annual savings

Navy Project Support:
• Managed a warehouse renovation plan increasing pallet capacity by 94% (439 pallets), enhancing warehouse capacity and efficiency through strategic planning and layout optimization
• Co-facilitated NAVSEA Audits and corrective action plans alongside Quality Assurance department and affected departments
• Created standard tools for planning, communication, and staffing to support incoming Navy modernization projects valued at $250M+ within both 90-day and 120-day planning schedules
• Used process flow mapping, cycle time and takt time analysis to support complex project planning and execution of incoming Navy modernization projects valued at $250M

COVID REA
• Identified $2.8M in COVID-related disruption through direct observations, timings, and data analysis to submit to the government for a Request for Equitable Adjustment (REA)

Operational Excellence
• Facilitated an eight-course Lean certification program, training on lean tools, problem solving, change management, workshop facilitation, and the daily management system
• Facilitated nearly twenty improvement workshops, while also coaching forty leaders through their course work and workshops to achieve lean certification.
• Rolled out Standard Work for Leaders throughout the organization through a series of Collaboratives, coaching teams on best practices and developing production boards
• Coordinated and hosted multiple Shingijutsu Lean sensei weeks where these Lean Sensei would consult with Kaizen teams and executives, summarizing teaching points from the sensei
• Developed sensei week checklists for administrative assistant and hosting teams (Specialists and VPs) to standardize and eliminate defects in planning and facilitation
• Integrated the patient voice into improvements by teaching and using experience-based design (EBD) methods
• Managed internal innovation initiatives by leveraging product development tools to boost accountability, reduce lead time, and increase throughput. Facilitated regular innovation labs to support innovation leaders in advancing their products and foster collaboration among teams

Goal Support
• Collaborated with senior leadership to develop and achieve goals, using time studies, process flow, value stream mapping, and data driven insights to drive improvements. Enabled two model lines to retire from the target sheet
• Achieved 100% on-time execution of 30-day implementation plans and 90% improvement in KEs with positive KPI outcomes, by developing and implementing a new implementation bundle
• Reduced phone call lead times by 23%, abandonment rate by 8%, and improved phone service levels by 24%, by managing a 30-Kaizen Event Blitz. Owned reporting on outcomes, alongside accountable clinic leaders at executive stand-up weekly throughout implementation
• Sponsored for Shingijutsu trip to Japan and implemented two-bin replenishment systems for eight areas, producing a 9% increase in inventory turns.
• Reduced lead time for case cart picking by 51% and achieved a 54% reduction in incomplete surgery carts arriving in the operating room, through Kaizen Events focused on mistake-proofing
• Reduced clinic supply items by 21% and ordering cycle time by 4% in the gynecology oncology clinic by developing and implementing an org-wide supply optimization pathway to implement two-bin replenishment systems, and scanning
• Implemented direct ordering through scanning and two bin systems for material replenishment on hospital floors, reducing manual reconciliation and optimized par levels in the Clean Rooms