8/9/2019 Carol Webster's Resume Summary
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PROJECTS
Industries: Health Care, IT, Call Center, Aviation,
Manufacturing, Chemicals, Food, Paper, Automotive, Government,
Utility, Retail Supermarket, Economic Development Clients: Ministry
of Ed, SBA, Blue Cross Blue Shield, Bosch, Mead Westvaco, Brachs,
NAVSEA,
Beaulieu, ThyssenKrupp, CCSTpa, Nurse Care of Buckhead, Parkview
Manor Nursing Home, RefugeeMicro Enterprise, BNSF, Daltile,
Wal-Mart, Faith Walk Ministries, City of Riverdale, Georgia Quick
Start
Project Management/Start Up Operations/General Management
Started up/Managed first multi-channel outsourcing call center
operation in Caribbean for BritishTechnology Company. Conducted
operations feasibility study; formulated budget; developed project
plan;selected/negotiated site, technology vendors and suppliers;
oversaw construction; prepared layout; designedfurniture; secured
government licenses; managed $1.5 million operating budget;
recruited and hiredemployees and managers; selected company to
train/certify staff; established best practices; co-wrote HR
manual; leveraged networking to acquire customers for
telecommunications testing and reliability assurance.Results:
Opened 2 months ahead of schedule, $430,000 under budget; center
served as model for BarbadosInvestment Development Corporation to
attract international business; presented center of excellence
modelat international conference.
Started up/Grew new offshore revenue stream for health claims
& airlines data processing division togenerate up to $18
million in annual revenue. Assessed outsourcing needs, risk,
reward; developed business
plans; presented solutions and proposals; negotiated SLA with
clients; coordinated between client operationsand processing
facility; ensured delivery of quality and specified cost; developed
and presented performanceanalysis at quarterly briefings; trained
work force in quality management principles; implemented best
practices; showcased accomplishments at international
conferences. Results: Acquired 5 new accounts in 15sites; added 400
jobs in 9 years and became largest single employer on island.
Downsized operations and transitioned over 550 jobs from
Barbados to Mexico. Co-developed andmanaged complex project plan
involving multiple sites and stakeholders; directed rotating
transition team
placed at new location; coordinated logistics to divert volume
and systems; structured downsizing schedule;cross-trained skeleton
staff to ensure meeting customer requirements; rolled out
comprehensivecommunications program for seamless transition and
rapid issue resolution, provided financial andoutplacement support;
implemented enhanced incentive program. Results: Beat financial
margins 22.6%against target of 21.5%, customer satisfaction of
97.5% vs. 97.2% and error free processing of 82.7% vs.82.3% during
downsizing phase.
Consulting, Reengineering, Revitalization & Turnaround
Management
Implemented Management Operating System and Standard Work Day in
Machining, Assembly andComponent Assembly for Front Line Managers.
Developed job standards for teams and resource leveling
based on KANBAN volume requirements, resulting in reduced
operator overtime. Improved analysis of tool breakage, and
implemented TPM programs which reduced spindle crashes. Coached
teams to improvediagnosis of downtime and improve mechanics skills
flexibility. Resolved mixed parts issues byimplementing improved
work procedures, tools, training and follow up. Results: 8.5%
improvement in
productivity, yielding savings of 124%.
Streamlined operations process in manufacturing design company.
Developed process flow. Identifiednon-valued-added activities.
Implemented Pareto analysis, Fishbone analysis and action plans to
identify
best practices and improve efficiency. Revised management roles
and responsibilities for improvedaccountability. Implemented daily
team planning & review process. Established job standards and
dailyexpectations. Implemented performance tracking, supervisory
follow up and improved visualcommunication process. Develop team
flexibility charts and structured training programs to
developcritical skills. Results: Reduced backlog and headcount.
Established new production record with reducedresources. Saved
$1.4m.
Accelerated ramp up and stabilized chocolate manufacturing
operations using lean manufacturing principles. Reengineered work
processes to remove bottlenecks and increase production; changed
run-timegoals to at least 85% of capacity; revised production
planning to utilize packaging downtime for bulk
production; improved machine uptime with aggressive maintenance
program; developed and implementedcritical start of shift and end
of shift procedures; recovered lost time from shift changes, breaks
and lunch
periods; tracked production performance and barriers; conducted
analyses to uncover sources of waste.Results : Saved ~$1.6 million,
75% over goal; reduced overtime from 12% to 3.5%, increased
machinespeed from 8% to 13%.
Implemented Effective Management Operating System in a Third
Party Health Care Administration.Identified over 150 opportunities
for improvement and coached teams to accomplish over 75% within
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