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Steven Bonacorsi, Vice President (17+ years experience)
Expertise: Certified Lean Six Sigma Master Black Belt (MBB), Certified Project Management Professional (PMP), Masters in Computer Information Systems (MS-CIS) and Business Administration (MBA), GE Crotonville Leadership Program (PM), and GE Certified Workout and Change Acceleration Process Instructor (CAP) Summary: Experienced Engagement Director/Principal with 17 years of process improvement experience in the areas of information technology, human resources, federal defense, asset management, finance, retail, and medical services industries. Global experience in leading enterprise-wide deployments both Federal and Commercial. Proven skills in business development, deployment design, Lean Six Sigma implementation, curriculum and tool development, financial/operational due diligence, balanced scorecards, and new product and process designs. Strong presentation and written communications skills spanning the range from executives to front line employees. Recent Consulting Experience: Steven has coached top executives in the US Navy in the planning, implementation, and evaluation of their Lean Six Sigma initiatives. He has personally led executive training, leadership awareness, and deployment design workshops for these organizations. Accounts managed include NAVSUP HQ, COMFISC, NAVICP, NAVSISA, NOLSC, SEAFAC, NAVFAC, SPAWAR and USMC. Federal experience includes building the Naval Aviation (NAVAIR) Kaizen and Curriculum program, Developed the Army Schoolhouse LSS Academy, SECNAV and CNIC Executive Leader Training, and DLA Project Sponsor and Project Identification and Selection Workshops. Steven has also led deployments at Fortune 500 companies, including General Electrics Global Master Black Belt program, Gillette, Pfizer, MITRE, BMW, Xerox, Eli Lilly, HB Fuller, United Space Alliance, Kaiser Permanente, GE Medical, GE Aircraft Engines, Bristol-Meyer Squibb, Putnam Investments, Washington Mutual, Onsemi, Coorstec, and Levi Strauss. As a Senior Certified Master Black Belt instructor/coach, Steven has trained a thousand Master Black Belts, Black Belts, Green Belts, and Project Sponsors in Lean Six Sigma DMAIC and Design for Lean Six Sigma process improvement methodologies in transactional, service, and manufacturing organizations. Prior Work Experience: Steven has held management positions in Quality, Information Technology and Program Management. He is also a certified Project Management Professional from PM Institute, and numerous IT certifications including ITIL, CMMI, MCSE, and numerous vender certifications (Cisco, Dell, IBM, HP, Compaq, Toshiba, Lotus Notes, Microsoft, etc... Accomplishments include over $45M in savings and $80M in sales growth from Lean Six Sigma, Kaizen, and Design for Lean Six Sigma development and innovation projects. Education: Bachelor of Science, Management of Network Systems, University of New Hampshire Master of Business Administration, University of Southern New Hampshire Graduate School of Business Master of Computer Information Systems, University of Southern New Hampshire Graduate School of Business Sort By: Date | Popularity
 5s - Foundation for Continuous Improvement5s is a continuous improvement methodology that is simple to understand and easy to implement and considered a foundation for continuous improvement. Sort, Set in Order, Shine, Standardize, and Sustain Mistake ProofingMistake proofing is a technique for eliminating errors. It is based upon the premise that it is good to do something right the first time; it is even better to make it impossible to do it wrong the first time. The idea is to make it impossible to make a mistake. You may also hear the term, Poka-Yoke or Error Proofing applied to mistake proofing. Cause and Effect Diagrams (fishbone Diagrams)The first such cause-and-effect diagram was used by Kaoru Ishikawa in 1943 to explain to a group of engineers at the Kawasaki Steel Works how various work factors could be sorted and related. In recognition of this, these diagrams sometimes are called Ishikawa diagrams. They are also called fishbone diagrams, because they look something like fish skeletons. Critical Path MappingThe activity network diagram has had a relatively long history, dating back to the 1930s. In the 1950s, the technique emerged as the Program Evaluation Research Technique (PERT) and as the Critical Path Method (CPM). There are several ways to represent the output of the PERT/CPM process. Box PlotsBox-and-whisker diagrams, or Box Plots, use the concept of breaking a data set into fourths, or quartiles, to create a display. The box part of the diagram is based on the middle (the second and third quartiles) of the data set. The whiskers are lines that extend from either side of the box. The maximum length of the whiskers is calculated based on the length of the box. The actual length of each whisker is determined after considering the data points in the first and the fourth quartiles. Dot PlotsA dot plot graphically records variable data in such a way that it forms a picture of the combined effect of the random variation inherent in a process and the influence of any special causes acting on it. To understand the power of dot plots as a basic tool, it first helps to visualize how variation occurs. Run ChartsRun charts can be very valuable in helping your search for sources of variation. They are easy to plot and easy to interpret. The sampling is uncomplicated, and there are no statistical computations to make. They can also be applied to almost any process or any data. Scatter DiagramsA scatter diagram shows the correlation between two variables in a process. These variables could be a Critical-To-Quality (CTQ) characteristic and a factor affecting it, two factors affecting a CTQ or two related quality characteristics. Dots representing data points are scattered on the diagram. The extent to which the dots cluster together in a line across the diagram shows the strength with which the two factors are related. HistogramsA histogram is a tool that allows you to understand at a glance the variation that exists in a process. Affinity DiagramsThe affinity diagram is a management and planning tool. Use of this tool is based on the understanding that time invested in planning will produce remarkable dividends as the generated ideas and plans are acted upon and implemented.
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