vincent b lucas
TRANSCRIPT
Vince Lucas | Lean Coordinator
Employment History
Simmons Foods
Lean Coordinator
2013 – Present
Production Management
2009 - 2013
Oilfield Technical Advisors
Drilling Fluid Consultant
2006 – 2008
M-I SWACO
Drilling Fluid Engineer
2005 – 2006
H2S Safety Plus
Safety Manager
2004 – 2005
Areas of Expertise
Analysis and Insights
Business Intelligence
Strategic Management
Supply Chain Management
Training and Development
Technical Environments
Palisade® Decision Software
Excel-Solver®
Tableau®
Oracle®
Discoverer®
Contact Information
Vincent B. Lucas
460 D North Garrett St.
Siloam Springs, AR 72761
479-215-7791
About
I have a unique combination of strong business acumen, deep technical and analytical
abilities, extensive leadership experience, exceptional interpersonal skills, and proven
ability to learn at an aggressive pace. My goal is to apply these skills to create a
strategic impact that benefits the firm and allows myself to reach full potential.
Experience Highlights
Analysis and Insights
Developed advanced decision support tools for understanding success metrics. The
tools allowed my facility the ability to realize current state on a daily basis, not
monthly. The tools also allowed the ability to pivot directions daily which
corresponded to success. The analysis has resulted in greater production yields
which represent an improvement worth possibly $27K per day.
Established data-driven initiative to reduce environmental impact. Water usage
metrics from all departments are generated and analyzed on a daily basis. This
initiative has resulted in our facility utilizing 37% less water than the industry
average which eliminates $6K in cost and 1M+ gallons of water usage daily.
Utilized business intelligence tools and techniques. Data mined information on
absenteeism throughout the departments within my facility. With the statistics, I
transformed the data into a leveraged-weighted analysis that propagated a “fair”
valuation for all staffing entities. The analysis enabled the executive members and
recruiting team to make an informed decision on current staffing protocols that
eliminates waste.
Strategic Management
Established the facility’s continuous improvement process. Documented the current
state of various processes and captured raw data on thousands of continuous
improvement ideas from 850 team-members. Was responsible for organizing and
presenting data to cross-functional teams in a format everyone could understand.
To date, more than 2K continuous improvement ideas have been implemented
resulting in $3M in cost savings.
Architected reports to be presented to the executive management members.
Captured data on all aspects of our hiring, turnover, and retention processes. The
report established the root cause of my facility’s current turnover problem and
equipped the leadership team to make an informed decision when prescribing
corrective actions.
Created a department at a Simmons facility. Responsible for building and guiding
a team of individuals to accomplish a common goal. In our first fiscal year, we
impacted the “bottom line” by reducing departmental costs in regards to $572K.
This success was recognized by a ranking of 3rd in Agra-Stats; Agra-Stats ranks over
125 poultry facilities. From the completion of the strategic objective in operational
excellence, Simmons modeled our process in other facilities.
Vince Lucas | Lean Coordinator
Lead a team to cultivate positive relationships with prominent buyers. Strategically
structured meeting with store managers in Northwest Arkansas, Oklahoma City
area, and Dallas Metro Area. Completed objective of capturing feedback from our
product at the store level. The buyers embraced the commitment to quality and
customer service. The buyer increased demand to full capacity of our facility.
Supply Chain Management
Performed time studies on all segments of our supply chain in an effort to drive
out waste. The time study involved the flow of raw materials in regards to logistics
and adequate lead time to receive a raw product. The product was tracked
through-out the supply chain. I correlated the flow of the product with the
respective supplier as the product moved. The correlation impacted the process for
which we operated our inventory management. We added order splitting among
suppliers to reduce stock-outs. The time study has increased our overall flow and
efficiency of the supply chain by reducing inventory, downtime, and stock-outs to
the respected buyer.
Training and Development
Established monthly training for all management members. Training consisted of
all aspects of Lean including leadership, communication, ethics, cultural change,
innovation, waste elimination, and profitability in any market condition.
Facilitated “Kaizen” or “Immediate Change” events at various Simmons facilities.
This impact increased production yield and overall efficiency.
Enlisted to create and implement training program on process management. The
training will have a direct impact on reduction of turnover and a better culture at
the facility. The program will be rolled out company-wide, once proven successful.
Education
BS, Chemistry, Northeastern State University - 2002
MBA - Finance Emphasis, University of Arkansas - 2015
Certifications and Training
Lean Learning Experience-TPS®
Lean B.E.S.T®
Toyota Kata®
Dale Carnegie®
TWI® Training System
M-I SWACCO Drilling Fluid Engineer®
Awards
Golden Key International Honour Society®
National Honor Society®