Lee Coppin

This global role owns the strategic business improvement systems for Continuous Improvement,Strategy deployment,Tier Management, Leadership (Leader Standard Work). Focused on the commercial and customer facing groups I am responsible for developing, deploying and the organizational maturity of the continuous improvement roadmap.

I lead a global team challenged with growing the adoption and implementation of business systems enabling the organization to achieve its breakthrough objectives and cultural transformation across the extended enterprize.

Within my current role I support key initiatives, creating and executing against the continuous improvement vision, developing leadership capabilities.

Partnering with leadership teams, coaching and mentoring, to enable a continuous improvement culture which delivers against its strategic imperatives, develops talent and exceeds customer expectations.

Key achievements

• Developed and deployed a continuous improvement (CI) roadmap.
• Lead the implementations of strategy deployment (Hoshin Kanri) across the the extended enterprize.
• Reviewed, refined and developed KPI's ( leading and lagging) and Key Behavioral indicators (KBI's ) to ensure the business delivers on its business improvement strategy.
• Build continuous improvement and leadership capabilities through education, coaching and mentoring programs.
• Work with functional teams to deliver measurable and sustainable improvements.
• Implementation of business systems enabling key functions and business critical areas to drive towards a culture of excellence.
• Implemented and drove adoption of the CI program management process which includes project selection, approval, tracking and delivery.

Leading a culture of improvement across the US region organization through the strategic application of Lean and Six Sigma tools, training and mentoring leaders on how to lead improvement activities in a highly dynamic environment in line with strategic imperatives.

Establishing a robust CI management culture where business processes and addressing issues by the process owners enabled by the leadership team leading through Kaizen events, A3 problem solving, visual management and the adoption of a Lean lifestyle throughout the organization.

As part of this role, I interact on a regular basis with key stakeholders across the organization to build and support a cross-functional CI ecosystem to ensure that operational, financial improvements and best practices impact across the business.

Key Achievements

• Developing a CI roadmap for the BD DS US region.
• Facilitating successful Kaizen events in two key areas within the order to cash environment resulting in an 80% improvement in time to revenue across all product lines.
• Successfully leading improvement events focused on product launch challenges in both Europe and the USA.

As part of the BD DS specialty marketing team, I am responsible for the Women’s Health and Cancer portfolio managing the day to day product management as well as developing the marketing strategies and tactics to develop and grow the brand and drive incremental sales.

As part of the European and Global marketing team for Woman’s Health can Cancer I am responsible for the development and delivery of business transformation and change management projects in external and internal environments.

Driving the Implementation and training of the Measure, Predict and Deliver methodology (MPD) throughout the European commercial organization for BD Women’s Health and Cancer resulting in the successful launch and installations of the first BD Totalys solutions globally.

Development and delivery BD’s MPD methodology which enabled the organization to drive the global cervical cancer market through innovation and measurable outcomes in both patient care and business excellence for both our customers and the BD organization.

Lean Sensei and Six Sigma Black Belt tasked with leading client project deployment focused business transformation and change management using Lean and Six Sigma methodologies; managing clients through a full consultancy lifecycle from project conception to implementation and support including client training and education.

Key Achivements

• Leading Siemens Healthcare Diagnostics order to cash improvement project resulting in a 50% decrease in the time taken from quote to revenue realization.
• Implemented Lean and Six Sigma process improvements in the Siemens Healthcare Production logistics environment are resulting in a 7% decreases in distribution costs within 12 months.
• Six Sigma black belt project management delivering a 1.5 process Sigma increase (95.08 yield) in customer support operational environment within Siemens Healthcare Diagnostics,.
• Working with NHS trusts throughout England to align service delivery with the recommendation within with Lord Carter of Coles review of Pathology Services in England and the NHS next stage review author Lord Darzi of Denham,.
• 1,500,000 direct savings delivered for the Leeds Teaching Hospitals NHS Trust through the implementation of a Lean culture and workforce re-profiling across Oncology and Pathology pathways,.
• 85% reduction in turnaround time within the blood sciences environment at the Leeds Teaching Hospitals NHS Trust resulting in predictable turnaround times, the service meeting operational KPI’s and national targets, significant cost savings and increased customer satisfaction,.
• Facilitating Kaizen and Lean training events at the Kings College NHS Foundation Trust in the Histopathology and Specialist Biochemistry delivering reduced turnaround time and direct savings during the events more than $15,000.
• A reduction in headcount requirement ($100,000) and establishing a predictable turnaround time for pathology samples within Bradford Teaching Hospitals NHS Trust using Lean process redesign, 5s, and client education through the medium of a Ki event.
• Assisting in the delivery of service improvements across Cytology patient pathways for the Cambridge University Hospitals NHS Foundation Trust resulting in improved patient outcomes, enhanced operational performance enabling the service to meet local and the national target ,as identified in the Cancer Reform Strategy, off 14 days turnaround time for cervical screening and 50% of all results to patients within 7 days 12 months prior to their implementation,.
• Working senior management in the Oxford John Radcliff NHS Trust to identify cost reduction opportunities (25% target savings) within the Pathology service through process improvement projects and the implementation of technology, and.
• Developing and delivering Lean and Six Sigma green and yellow belt training in commercial and public sector environments, Management.

Directly responsible for the delivery of customer services and support to the UK and European market managing all aspects of the order to cash, supply chain and customer support for finished goods to both the public and private sector customers in the region.

Key Achievements

• Re-established and maintain strong relationships between the commercial and logistical organizations within the Diagnostics Products Corporation (DPC) resulting in the development of a high customer focused environment and increased promoter score for the organization,.
• Successfully leading a customer service organization through the integration of three global organizations while ensuring a high level of customer focus was sustained such that the impact and visibility of the integration was kept to a minimum,.
• Development, in conjunction with the executive leadership team, customer service vision, strategy and key customer-centric performance metrics to enable the organization to deliver best in class service to both internal and external customers,.
• Managing diverse teams of up to 27 FTEs across multiple sites and countries to deliver against key performance indicators and out the organization to meet his overall performance targets,.