Gloria Hill has over 20 years of experience leading quality improvement and Lean Six Sigma projects. She has reduced costs and improved processes at several organizations. As a Lean Master and Black Belt, she has reduced cycle times, inventory, and defects while improving productivity, capacity, and employee development. Her expertise includes change management, process improvement, logistics, benchmarking, and contract management.

1. Gloria Hill, PhD<br />Cell: (813)789-6961 www.linkedin.com/in/drgloriahilldrghill5709@live.com<br />Home: (813)831-7621<br />SUMMARY<br />Accomplished professional with over twenty years of leadership experience in Lean Six Sigma/Black Belt, quality, project management, strategic planning, sales and marketing, contract management, production management and industrial engineering. Results and performance driven with constant focus on providing customer value through the following expertise:<br />Change Management<br />Inventory Reduction<br />Six Sigma Trainer<br />Six Sigma Program Development<br />Site Logistics <br />Management Development<br />Results oriented Site Baselines<br />Govt. Contract Management<br />Cell Layout and Design<br />Value Stream Mapping<br />Proven Process improvements<br />PROFESSIONAL EXPERIENCE<br />CERIDIAN U.S., St. Petersburg, FL 2010 - Current <br />Quality Lean Master/Black Belt Project Manager 2010 – Current<br />Led quality improvement projects at Ceridian Benefits.<br />Reduced case close cycle time in the call center by 15% through reloading Tier work closest to the external customer<br />Reduced “in-class” learning and development time by 42% through review and update of current and reverent material<br />Conducted an internal employee survey to identify process issues:<br />Improved 75% of the key Standard Resolutions used by all Ceridian Benefits call centers<br />Co-led a Lean improvement team for Military One Source<br />Led the Benchmarking activity with USPS, Honeywell and the Coast Guard which resulted in an immediate reduction of 14% AHT <br />Co-led a Lean improvement team for Corporate Services<br />Led follow-up activities in cell design, scanning and benchmarking with local vendors – expected results is a 75% reduction in prep time<br />HONEYWELL INTERNATIONAL, Clearwater, FL 1983 - 2009 <br />Six Sigma Lean Master Project Manager2007 - 2009<br />Led Aerospace’s Defense and Space Management Team in identifying and managing key projects from $630M in booked orders. Responsible for training, curriculum development and certification of Six Sigma Lean Experts and Green Belts and the selection of Lean Master Candidates.<br />Reduced queue time in logistics (inspect, pack and ship) by 40% through the use managing and eliminating the bottlenecks.<br />Reduced new employee on-boarding process in emerging regions by 25% through the use of standardized work.<br />Maintained 100% of goal achievement for Green Belt certifications.<br />Honeywell Operating System Site Leader2005 - 2007<br />Managed process improvement teams for Clearwater Space and Defense through the standardized work outlined by HOS (Honeywell Operating System). <br />Implemented procedures to monitor product and process quality in real-time, which allowed operators to detect, correct and prevent process variations that caused defects. The posting of metric boards in each area were maintained by operators in the area and viewed by management each day. This daily focus improved productivity by 35%. <br />Created safe and healthful work environment by conducting monthly audits that focused on safety and housekeeping. 5S scores improved by 50%.<br />Maintained employee productivity and commitment to quality by encouraging and facilitating involvement in process improvements and implementing applicable suggestions not only on the production floor but also in areas such as finance where queue time was reduced by 25%.<br />Lean Master/Black Belt1999 - 2005<br />Managed process improvements over programs totaling $600M. Performed a DOE (Design of Experiment) and used other variation reduction tools in the Space and Defense Test area.<br />Increased production capacity 50% by automating time-consuming functions and evaluating and streamlining overall processes. <br />Realized an overall project saving of $2M over two years through the Lean Master Certification process. Focus areas highlighted during site baseline activities.<br />Realized a 50% setup reduction in the Defense Business test areas.<br />Realized a 75% travel reduction in the Repair and Overhaul areas.<br />Published and presented “Automation” at a Houston, TX lean conference in 2000.<br />Benchmarking and Quality Program Manager1994 - 1999<br />Managed site benchmarking activities with cost reductions totaling $1M. Developed training material, conducting training, produced surveys analyzed statistics to provide feedback for process improvements. <br />Received the Bronze award from the IBA (International Benchmarking Association) for methods and project savings.<br />Published and presented a “How to Benchmark” guide at the IBA Conference in 1997.<br />Senior Industrial Engineer/Contracts Manager/Marketing/Strategic Planning1983 - 1994<br />Managed $70M in Government Contract orders. These orders ranged from firm fixed price to cost plus fixed fee and incentive fee. Familiar with the FAR and flow down requirements. Teamed with pricing and engineering to develop negotiations strategy. <br />Made 100% of negotiated targets. <br />Established standard work for all Contract Managers.<br />Won a $20M contract for the Space Systems Division.<br />JOHNSON AND JOHNSON, Tampa, FL 1981 - 1983 <br />Production Supervisor/Industrial Engineer1981 - 1983<br />Managed a team of production and test employees with products totaling over $70M. Our team was responsible for the assembly and test of Heart Rate and Brain Monitoring equipment sold to emergency rooms across the country.<br />Increased production capacity 45% by automating the wire stripping process and the use of time and motion studies at each station. <br />Implemented standard test procedures for common test.<br />Improved quality by 25% through the use of standardized work.<br />WESTINGHOUSE ELECTRIC, Tampa, FL 1974 - 1980 <br />Production Engineer1974 - 1980<br />Responsible for work standards in both MIG and TIG welding and grinding areas in the fabrication and assembly of Steam Generators for Nuclear Plants with product totals of over $60M. <br />Increased production capacity 50% through the use of time and motion studies across three shifts. <br /> “Bottleneck” management resulted in reduced queue time and inventory by 23%.<br />EDUCATION<br />Doctorate, International Marketing, Kennedy Western University<br />MS, Contract and Acquisition Management, Florida Institute of Technology <br />BS, Business Administration, minor Industrial Engineering, VA State University<br />CERTIFICATIONS<br />Six Sigma Lean Master<br />Six Sigma Black Belt<br />Six Sigma Total Productive Maintenance <br />PROFESSIONAL DEVELOPMENT<br />Bob Pike’s Adult Learning Instructor<br />Leadership Boot camps<br />Quality Forums for Head Start of Pinellas County, FL<br />