Six Sigma Black Belt and Owner, Little Moon Consulting
San Francisco Bay Area
Six Sigma Black Belt and Owner, Little Moon Consulting
San Francisco Bay Area
Laylah Muran de Assereto is a certified Lean Six Sigma Black Belt and professional Process Engineer. Laylah has over 15 years experience analyzing, documenting, and designing processes and making sense of inputs with no outputs and steps with no direction for large and small companies alike. She specializes in helping people see through the frustration and beyond the personalities of a broken process to the root causes and best solutions. With a background in theatre and creative writing and 20+ years working at every level in a number of different industries, Laylah has a creative business savvy and a passion to help people work to live instead of living to work. When she isn’t making sense of nonsensical workflow, Laylah spends time reading bad science fiction, going to concerts, thwarting her cats’ attempts at world domination, and as the Chairman of the Board for The Playwrights’ Center of San Francisco.
Specializing in cultural change management and cross-functional alignment. Team building. Professional services process improvement.
(Performing Arts industry)
April 2005 — Present (4 years 4 months)
Responsible for the overall performance of the organization and facilitation of Board of Directors activities.
(Sole Proprietorship; Myself Only; Management Consulting industry)
February 2005 — Present (4 years 6 months)
Providing management consulting and Six Sigma Black Belt services.
(Public Company; 1001-5000 employees; NTAP; Information Technology and Services industry)
2007 — 2008 (1 year)
(Public Company; 1001-5000 employees; CMPC; Information Technology and Services industry)
March 2005 — March 2007 (2 years 1 month)
Accountable Manager (by contract) at Kaiser Permenente for a large scale improvement initiative. Responsible for project team of 11 consultants, 8+ department staff, and a customer team of subject matter experts (100+). Initiative goal was to improve the turn around time for On-Boarding new hires (ensuring they have the computer and network and account access necessary to be productive when they start). Successfully deployed to four regions prior to my departure with a 50%-70% reduction in turn around time (from 37-40 days down to 7-20 days depending on region) with an estimated productivity cost savings of up to $15 million by end of year 2006. The initiative solutions consist of process improvements, system development, and creation of a specialized customer service department.
(Privately Held; 201-500 employees; Hospital & Health Care industry)
1999 — 2004 (5 years)
Lead large and small Six Sigma projects. Developed and facilitated training for Process Owners, Green Belts, and Black Belts. Participated in Leadership Platform on the Project Navigation Team, performing peer review on Black Belt projects to ensure proper application of the methodology and tools. Mentored Green Belts. Reported out project progress to senior leadership.
(Privately Held; 51-200 employees; Architecture & Planning industry)
1997 — 1998 (1 year)
(Public Company; 10,001 or more employees; Banking industry)
1992 — 1997 (5 years)
Live Music, Reading, Movies, theatre, management principles and effectiveness, process improvement and analysis, travel, cooking
Honoree Award winner for the 2006 BACIC All Stars Talent Show Network an inner-city underprivileged youth development organization.