1. LEAN SIX SIGMAEXPERT
TQM pioneer and one of the Southwest's leading operations improvement advocate...
Jay Watson
2135 E. La Jolla Drive
Tempe, AZ 85282
(480) 820-0877
Overview:
25+ years related transformation experiences w/ Retail, Hospitality, Operations and Transactional processes
 Extensive experience in successful implementation of large-scale business transformation programs and
projects- For 3 years, led business process management (BPM) efforts with integrated shared services
organization for largest U.S. stevedoring and terminal management company - multiple locations...
 Progressive experience in program management, business analytics, business transformation and change
leadership. Led early efforts for the formation of L6S-based Honeywell Operating System (H.O.S.)
 Ability to manage multiple stakeholders with potential competing interests to ensure timelines and objectives
are consistently met. As certified Six Sigma Master Black Belt (MBB) with General Electric, mentored
champions, sponsors, and project managers world-wide.
 Prior experience working with senior management to establish the appropriate agenda for business
transformation. As Advanced Manufacturing Engineering Manager (AME), directed lean transformation
efforts with aerospace giant Orbital ATK.
 Proven track record of managing a complex and broad range of strategic projects at the Enterprise level.
As corporate Master Black Belt with Flowserve Corp., identified and executed supply chain strategies,
enabling the Corporation to save (USD) $20 million
 Led business improvement management consulting organization for a decade.
 Earned coveted C.E.O. Quality award - Motorola
Education / Certifications:
Earned B.S. in Business Administration and Masters in H.R.Development
Master Instructor - Motorola University Master Black Belt - G.E. Black Belt Plus - Honeywell
Professional History:
Ports America, (private) Chandler, AZ (2012-present)
Corporate Director, Process Excellence
Led enterprise-wide operational excellence initiatives focused on Safety, Quality and Speed of Execution.
Change initiatives included: operational improvements / baseline mapping efforts/ 5S and project management.
[Kaizen facilitators, Green Belt / Safety Leaders]
 Researches and adapts alternate operational and business process methods.
 Develops and implements strategies for absorbing new methods into an organization. (train the trainer,
workshops, roundtables, publicity, promotion)
 Leads and coordinates allocation of resources within a methodology for systematic Business Process
Management (BPM) and problem solving. (A3 Report) (Reduction of $8.5 million waste ...EBITDA)
Freelance Lean Contractor / Operations Consultant and Management Coach (2009 – 2011)
 Lead and drive Lean activities with organizations, using Value Stream Mapping, SMED, TPM, Root Cause
Analysis, 5S, OEE, etc.
 Facilitate projects to reduce waste, improve cycle time, increase working capital turns, improve margin and
achieve on time delivery
 Support management in identifying key improvement priorities to enhance Site and Corporate performance in
the eyes of all stakeholders
 Provide advisory and consulting services to clients in the areas of: strategic planning; Champion development,
project and program management, performance metrics, plant layout, supplier relationships, cost reduction,
team building, and gain sharing

2. Jay Watson
Orbital ATK, (OA), Chandler, AZ (2007–2008) (Permanent, Full time position)
Advanced Manufacturing Engineering Manager
Launch vehicle and Satellite Company with over $1 billion in revenues.
 Supervised 17 manufacturing engineers in charge of Op Ex projects.
 Facilitated key improvement activities through both production and non-production Kaizens (i.e. improved IPT
Drawing release process from 2 weeks to 4 days).
 Was creative and proactive contributor to the department management teams.
 Supported cross-region or company improvement programs and audits.
 Worked closely with senior leadership in the organization to align strategic business goals with product
direction and operational capabilities, managed Orbital Lean Enterprise (Toyota Production System). With
cross-functional teams integrating large scale cost savings, drove efforts through the Launch Vehicle/ Missile
business unit. Implemented World Class Management practices to business processes; improve flow; Safety
and Mission Assurance, defect rates, and cycle times.
 Provided briefings to senior management including regular status reports and periodic reviews.
 Identified and implemented benchmarking Best Practice companies and trained the work force in Lean
methods. (Production and non-Production departments) New Employee Orientation et al …
Honeywell Aerospace Division, (HON) Phoenix, AZ (2006-2007) (Contract position – Manpower)
Manufacturing Operational Excellence Lean Coach
The main focus of the role was to create cost saving initiatives for globally disbursed operations. As Integrated
Supply Chain (ISC) Lean specialist, developed Lean management operating system (based on Toyota Production
System) within local manufacturing plant performing Aircraft/ Aerospace repair and overhaul work content to:
1) Manage three Kaizen events (small projects) a week w/ associated training materials;
2) Solicit individual contributions through employee suggestions,
3) Train and certify Lean Enterprise leaders to conduct Kaizen events.
 Led and implemented annual plan via Standard Implementation Foundation (SIF) (Standard work, Value
Stream Mapping, 5S, Kanban, Set-up reduction, Poka-yoke etc.)
 Developed reward and recognition/ promotional campaigns: "Tempe Tremendous Together" - Bulletins,
Newsletters, Team recognition activities, Team member T-Shirts.
Results from 45 Kaizen events completed:
1. $2.1 million in productivity realized (OTD, past dues, inventory reductions)
2. 105 employees trained in Lean foundations
3. Over 50 employee suggestions developed worth over $100,000 in cost take-out
Flowserve Corporation, (FLS) World Headquarters, Dallas, TX (2004-2006)
Corporate MBB/ Division Manager – C.I. Process (Lean / Six Sigma) 50% travel
 Responsible for creating Lean Teams at the various manufacturing sites and coach, mentor, provide direction,
educate, motivate, and oversee these teams in the performance improvement process to increase
manufacturing effectiveness across production operations, Worked closely with local Lean champions to
introduce and sustain a Lean Culture
a. Ensured Lean methods and tools are understood, accepted and implemented at assigned locations
b. Provided subject matter expertise on Lean tools on-site.
 Identified and executed supply chain strategies, enabling the Corporation to save (USD) $20 million annually in
direct and indirect spend, with appropriate improvement in the Corporation’s profit margins and cash flow.
 Consolidated several North America (N/A) plant operations (Flowserve subsidiaries) and reduced costs by
removing wastes and duplication of effort.
 Reviewed current key performance metrics, insuring that a sufficient level of Kaizen activity is occurring across
the various sites and facilitate events as necessary. Managed oversight of the N/A Business Unit production
operation function including developing and maintaining common performance metrics – operating income,
cash flow, on-time delivery, revenue growth, copq, cycle time, et al
 Reviewed and ensured that the appropriate financial metrics were monitored and that proper fiscal controls
were in place to maximize project cost savings.

3. Jay Watson
General Electric Co., (GE) - Operational Services (Consulting Group) (2000-2003)
Operations Consultant (L.S.S. Master Black Belt) 100% travel
Supported regional and local external partners to train and develop employees on Lean tools
 Worked closely with senior leadership in the organization to align strategic business goals with product
direction and operational capabilities, developed strategic relationships with targeted global Customer base in
US and Europe.
 Provided oversight of the Business Unit logistics function including developing and maintaining inventory
through Lean acceleration i.e. – Kanban/ Flow/ Takt/ Pull/ Visual Factory/ Poka-Yoke et al
As Project Manager, discussed and determined client needs, from a business, human resource development, and
technical perspective.
 Functioned as cross-functional matrix based team leader for ‘DMAIC’ – based research, proposal development,
manufacturing, quality, test, and project activity.
 Managed several Lean Six Sigma Black Belt projects worth over $120,000.00 each (gain)
 Led Champion developments through rigorous design review stage-gate process.
Honeywell Aerospace Division, (HON) Phoenix, AZ (1998-2000)
Project Manager (Black Belt) - Supplier Certification 100% travel
Created and managed projects, trained and coached site employees on the use of techniques and principles of
Lean Manufacturing.
 Ensured and tracked the results and means to achieve the improvement action plan.
 Championed key Aerospace division supply chain initiatives: reverse auctions, product family rationalization,
balanced performance indicators, supplier qualification/ audit programs, special purchase order conditions
(SPOC)/ contractual flow-down methods.
 Integrated large scale cost savings and championed driving those through Honeywell aerospace business
units. Supported enterprise initiatives and developed global sourcing strategies with 31% total price point
reductions for grouped commodities (fabricated assemblies, brackets, tubes, springs, and stampings).
 Through multi-year long term contract agreements (LTA), insured suppliers were held accountable for meeting
continuous improvement initiatives both from a strategic and tactical perspective including lead time reduction,
flexibility to schedules, quality improvement, inventory reduction, and cost reduction on a year over year basis.
 Certified, developed, and improved suppliers through Six Sigma and Lean Methods and led implementation
teams returning on average $2.2 to $1 benefit/ cost ratio.
Co-Founder/ Partner, Team Training Technologies Inc., (private) Phoenix, AZ (1987-1997)
Prepared team-based training packages, trained and coached site employees on the use of techniques and
principles of Lean Manufacturing and Six Sigma quality / process improvement methodologies.
As Operations V.P./ Practice Director, responsible for supplier/customer relationships (including scorecards,
internal metrics, material development and inventory control improvements).
 Had primary responsibility for Marketing, Customer growth, and/or follow-on business.
 Responsible for financial performance in profitability and investment.
 Provided resources and estimates to support preparation of new business proposals.
 Led sales including initial contact and entry of prospects, coordination of sales contracts, development of new
campaigns; conference/ trade shows.
 Developed, delivered outstanding training and consulting for business and industry.
 Maintained on-going relationships with clients to continually reassess and support organizational improvement
efforts through key performance indicators (KPI).
Other:
Manage 2 web-pages: www.freeleansite.com and www.freesixsigmasite.com
Twitter page on Change Management: https://twitter.com/freeleansite
Popular Speaker - I.I.S.E. and A.S.Q. Lean Six Sigma conferences
Article - Quality Progress (QP), February 2016 - "The Story Starts"- Lean and Six Sigma in Phoenix, AZ
http://asq.org/quality-progress/2016/02/quality-in-the-first-person/the-story-starts.html