LinkedIn: Dan Feliciano

Current

Lean Six Sigma Master Black Belt at GE Healthcare
Chairperson ASQ VT at American Society for Quality
Lean Six Sigma Master Black Belt at IDX Systems

President - Operations Madman - Motivator – Courage and Passion Synergist at www.DanFeliciano.com

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Past

Multifunctional Project Manager (Sr. Consultant) at Aetna
Director Operations Effectiveness and Technology at The Travelers
Assistant Director Medical Economics at CIGNA

Lead Operations Performance Consultant at Medical College of Virginia of Virginia Commonwealth University
Consultant at Atlantic Group
System Support Engineer at Hughes
System Support Engineer at GE
Sonar Technician at US Navy

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Education

Virginia Commonwealth University - School of Business

Recommended

15 people have recommended Dan

Connections

500+ connections

Industry

Management Consulting

Websites

Dan Feliciano’s Summary

I have the largest network of Lean, Six Sigma, Lean Six Sigma Professionals on Linkedin.

I can teach you to identify critical gaps in your strategy and core competencies. I create enormous excitement, energy, and passion while leading breakthrough improvement engagements using whatever works, including Six Sigma and Lean enterprise techniques to strengthen / optimize your organization. Provide technical expertise on change management, metrics design, process mapping, etc. Develop and nurture client relationships across various internal and external market segments.

I'm interested in connecting with Sr. level Performance Improvement Consultants and "Six Sigma", "Lean", Strategists, or performance improvement in general types.

If you don't have the courage to see and address the bias in your facts, don't bother me!

Dan Feliciano’s Specialties:

Strategic Planning, Strategy Mapping, and Balanced Scorecard creation
Strategic Operations Management
Performance Improvement
Healthcare
Medical Technology
Insurance

Dan Feliciano’s Experience

Lean Six Sigma Master Black Belt

GE Healthcare

(Public Company; 10,001 or more employees; GE; Medical Devices industry)

March 2004 — Present (4 years 3 months)

My primary focus has been on teaching transactional managers, how to use the metrics from the Business Process Management Systems training I developed. Making their processes visible, measurable, manageable, and understood. Results from a uniquely developed Lean deployment strategy starting with transactional service include Support teams case closure results from 14 to 4 days (71%), Support team from 16 to 7 days (56%), Support team from 12 to 4 days (67%), Support team 13 to 2 days (85%), Technical team reduced TTR by 70%, Technical team reduced TTR by 30%. Created a disciplined project selection and most importantly, a strict Six Sigma Governance model
Trained over 100 L6S BBs and GBs.
Created, trained, and deployed our acclaimed Business Process Management System. Trained Black Belts in Strategic Planning, Balanced Scorecard, Strategy Maps, Strategic Deployment, Business Process Management, Linear Programming / Optimization modeling & more.
Chairperson ASQ VT

American Society for Quality

(Non-Profit; 1001-5000 employees; Civic & Social Organization industry)

March 2004 — Present (4 years 3 months)

Serve as Chief Executive Officer of the section. Oversee all aspects of section management and lead all member leaders. Function as primary contact for regional director and headquarters.
Awarded:
2005-06 Gold Excellence Mark of Achievement
2006-07 Received Level I Section Basics and Section Planning awards
2006-07 Total Quality Award
2007-08 Received Level I Section Basics and Section Planning awards
* Preside over all Section Leadership Committee (SLC) and member meetings.
* Appoint all standing and additional committee chairs.
* Work with SLC to set goals/metrics to support the section management process (SMP).
* Along with SLC, develop section business plan and budget. Review the SMP manual for guidance when developing budgets, plans, and section goals.
* Uphold Society Bylaws, Policies and Procedures, and Section Operating Agreement.
Lean Six Sigma Master Black Belt

IDX Systems

(Public Company; 1001-5000 employees; IDX; Computer Software industry)

March 2004 — Present (4 years 3 months)

Lean Six Sigma Master Black Belt
IDX was purchased by GE in 2006
President - Operations Madman - Motivator – Courage and Passion Synergist

www.DanFeliciano.com

(Privately Held; 1-10 employees; Management Consulting industry)

January 2002 — Present (6 years 5 months)

Consultant to the Consultants. Strategic needs evaluation and prioritization consulting.
Strategic Planning, Lean Six Sigma Master Black Belt, Lean Six Sigma Black Belt, Lean Six Sigma Green Belt, Lean Six Sigma Yellow Belt, Process Management, Business Process Management Systems training
Expert Coaching and Mentoring
Public Speaking Engagements
Ensuring optimal, sustainable, and adaptive solutions
Have you ever "worried about losing your job" or "your business shutting down?"
Is the future of your organization questionable?
Are you struggling to hit your revenue targets?
Do you have the courage to see the bias in your facts?
Providing the courage to see your organization as it is.
Multifunctional Project Manager (Sr. Consultant)

Aetna

(Public Company; 10,001 or more employees; AET; Insurance industry)

June 2002 — March 2004 (1 year 10 months)

Lead Business Process Improvement engagements using Six Sigma and Lean enterprise techniques. Provide technical expertise on change management, metrics design, process mapping, etc. Develop and nurture client relationships across various internal market segments.
Partner with internal clients to execute enterprise wide strategic process Improvement projects.
Director Operations Effectiveness and Technology

The Travelers

(Public Company; 10,001 or more employees; TRV; Management Consulting industry)

April 2000 — June 2002 (2 years 3 months)

Responsible for identifying high-potential strategic improvement opportunities, prioritizing, defining, measuring, analyzing, implementing, controlling performance improvement projects. Determine if the project is either a performance improvement initiative or a technology based solution. All projects selected are multidimensional, in the sense that workflow changes are documented and are considered part of the deliverable. My most recent technology and performance improvement project resulted in a >20% increase in two service centers’ productivity, quality, and greatly improved customer service using an in-house developed web/portal application. The project was not only customer and process-centric but also, technologically driven (resulting in a large, integrated, scaleable, internet, and COGNOS based solution).
Assistant Director Medical Economics

CIGNA

(Public Company; 5001-10,000 employees; CI; Insurance industry)

June 1998 — April 2000 (1 year 11 months)
Lead Operations Performance Consultant

Medical College of Virginia of Virginia Commonwealth University

(Non-Profit; 501-1000 employees; Hospital & Health Care industry)

May 1996 — June 1998 (2 years 2 months)

Perform statistical and methodological analysis (financial, demographic, resource utilization, process flow, systems, and etc.) to drive performance improvement, analytical, quality, and disease selection initiatives. This includes extensive use of simulation models to assess the impact of changes (what-if analysis). Direct and conduct custom analyses including developing project plan objectives, timetables, structure of the study, data collection method, and written and oral presentation.
Facilitate clinical benchmarking projects to identify best practices within the industry. Activities include the identification of what to benchmark, how to benchmark, metric development, team formation, and the collection and analysis of benchmark data.
Provide consultative oversight to assure that obstacles to process improvement and analysis have been correctly identified, addressed, and removed.
Consultant

Atlantic Group

(Privately Held; 501-1000 employees; Oil & Energy industry)

June 1994 — May 1996 (2 years)
System Support Engineer

Hughes

(Public Company; 1001-5000 employees; GMH; Defense & Space industry)

January 1991 — September 1993 (2 years 9 months)

Hughes Ground Systems Warfare
System Support Engineer

GE

(Public Company; 10,001 or more employees; GE; Defense & Space industry)

May 1987 — January 1991 (3 years 9 months)

GE Aerospace Antisubmarine Warfare
Sonar Technician

US Navy

(Government Agency; 10,001 or more employees; Military industry)

March 1981 — March 1987 (6 years 1 month)

1981-1983 FF-1074 Harold E Holt, HI
1984 FLEASWTRACENPAC San Diego
1985-1987 FF-1092 Thomas C. Hart Norfolk, VA

Additional Information

Dan Feliciano’s Websites:

Dan Feliciano’s Interests:

Strategic Planning, Strategic Analysis, Strategy Maps, Balanced Scorecard, Aligning Resources, Consulting, Performance Improvement, Performance Management, Change Management, Operations Strategy, Six Sigma, Lean, Lean Six Sigma, Operations Management, Business Process Management, Turnaround Consulting, Data Analysis, Optimization Modeling, 5S, TQM, PDSA, Kaizen, Workout, Re-Engineering, Coaching, Mentoring, Goal Setting, Public Speaking, Speaker,