Demetrios Venetis

Current

Education Chair at ASQ
Lean Six Sigma Black Belt at Entegris

Past

Dean of Continuous Improvement at Entegris
Consultant (Sole Proprietorship)
Consultant (Sole Proprietorship)

Consulting/Contract (Sole Proprietorship)
Instructor at University of Massachusetts Lowell
Sales and Marketing Manager at ARoutsis Associates
Instructor at University Of Connecticut
Kaizen Coordinator at Gentex Optics Essilor
engineer at gentex optics
Instructor at Nypro Institute
Project Manager at Masschusetts Manufacturing Partnership
Director of Plastic Engineering Services at Automation & Information Planners
Senior Process Engineer at AOtech
Senior Manufacturing Engineer at TRW Fasteners Division
Senior Quality Engineer at TRW Fasteners Division
President at Solution Engineering Company

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13 more...

Education

University of Connecticut
Worcester Polytechnic Institute
University of Massachusetts at Lowell

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Recommended

5 people have recommended Demetrios

Connections

500+ connections

Industry

Management Consulting

Websites

Demetrios Venetis’s Summary

Please feel free to Link to me (and my 4,000 plus connections) by sending me an email at: demetrios.venetis@alum.wpi.edu

A trusted Teacher, Mentor, and Coach to hundreds of professionals from C-Level Executives, to R&D Ph.D’s, to Mid-Level Managers, to Hourly Associates. Talented as a Change Agent in influencing, persuading, and motivating whole organizational cultures to transform and grow. Gifted to quickly assimilate knowledge and teach it immediately. Proficient in communicating difficult and intangible concepts in a very clear understandable fashion. Quickly solve complex problems.

Sample of Achievements
• Taught, mentored, and coached over fifty Black Belts and thirty Green Belts, from six different facilities, and diverse functional backgrounds ranging from hourly associates, engineers, managers, and executives.
• By rolling out a Lean Cellular Value Stream Management Kaizen Blitz of a $70 million, 250 employee operation, sliced manufacturing lead times by 90% (from ten days to less then one day). Increased quality yield from 35% to 70%. Doubled productivity. Doubled the usable floor space in one of the departments. Reduced Work In Process (WIP) by $250,000.
• By training, mentoring, and coaching Black Belts and Green Belts, they have cut manufacturing defects by 50-75%, and in some cases increased production output, often in the range of 25% to 75% within six months of initiation. Many of their first projects have generated perpetual cost reductions of $250,000 to $500,000 annually each.
• Reduced the manufacturing defects of a complete $20 million facility by 50% within 6 months, creating a $720,000 annual raw material cost reduction, by mentoring and coaching a plant manager and his five teams of Green Belts.

Demetrios Venetis’s Specialties:

Lean Manufacturing, Six Sigma Black Belt, Cellular Manufacturing, 5S, 5Y, 5 Why, SMED, just-in-time, JIT, TQM, visual management, Continuous Improvement, PDCA, Plan-Do-Check-Act, worldclass, DOE, Design of Experiments, Taguchi, kaizen, FMEA, Value stream mapping, process map, flow, kanban, PDCA, DMAIC, TAKT Time, Poka Yoke, Mistake Proofing, pull system, TPS, Toyota, Coaching, Mentor, Mentoring, Lead, Leading, Teaching, Training, Leader, instructor, spss, minitab, Plastic Injection Molding

Demetrios Venetis’s Experience

Education Chair

ASQ

(Non-Profit; Non-Profit Organization Management industry)

April 2008 — Present (1 year 9 months)

Creating and organizing in-house and public seminars for the American Society of Quality (ASQ), Olde Colony Division (Southeastern Massachusetts Section).
Lean Six Sigma Black Belt

Entegris

(Public Company; ENTG; Semiconductors industry)

April 2006 — Present (3 years 9 months)

High technology company. Primary role as a Master Black Belt and Lean Coach.
• Training and mentoring over fifty Black Belts and thirty Green Belts.
• The majority of Six Sigma projects have sliced manufacturing defects by 50-75%, and in some cases increased production output, often in the range of 25% to 75% within six months of initiation.
• Creating and implementing the structure for the Global Lean Sigma Council to cross pollinate Continuous Improvement Best Practices across multiple manufacturing facilities, as well as selecting corporate level strategic projects.
• Initiated, created, taught, and drove Hoshin Kanri (Policy Deployment). The first deployed session created the Continuous Improvement Groups Strategic plan for 2008, as well as the later half part of 2007.
Dean of Continuous Improvement

Entegris

(Public Company; ENTG; Semiconductors industry)

May 2008 — April 2009 (1 year )

• Core team member in creating and implementing a Corporate University to drive corporate strategy, cultural change, personal development, and Continuous Improvement throughout the global organization.
Consultant
Sole Proprietorship

(Sole Proprietorship; Myself Only; Management Consulting industry)

December 2005 — March 2006 (4 months)

REPRESENTATIVE ACCOMPLISHMENTS

Leading An Enterprise Wide Lean Six Sigma Kaizen Blitz

Challenge:
Convert a $70 million per year departmentalized operation into a Lean Cellular Manufacturing Enterprise.

Solution:
In two months, organized and taught ALL the employees, from management to the hourly associates Lean Manufacturing Principles. After three months of planning and preparation with a team of engineers and managers, the implementation was a Kaizen event with the change from batch to cellular occurring within 24 hours.

Impact:
Reduced Manufacturing Lead Times from 10 days to less than 1 day. Increased the quality yield from 35% to 70%. Reduced work in process (WIP) by at least $250,000. More than doubled the usable floor space in one department. AND doubled the manufacturing capacity of the entire enterprise, while utilizing the existing employees and machines.
Consultant
Sole Proprietorship

(Sole Proprietorship; 1-10 employees; Management Consulting industry)

June 2005 — December 2005 (7 months)

Project Example:

Turning Around A Major Quality Catastrophe

Challenge:
Resolve a chronically defective part for an important new client.

Solution:
As the team leader and technical expert of a team of salespeople and engineers, articulated a very comprehensive and thorough corrective action plan to a team of twenty irate engineers, managers, and executives of a new Japanese-American client company. Capability to diagnose the issue, prescribe an action plan, along with the ability to sell and educate others, placated them. By deploying a Design of Experiment (DOE) and Poka-Yoke (Mistake Proofing), the issue was permanently resolved.

Impact:
Not only was the original $100,000 per year account saved, the client increased their orders an additional $500,000 per year.
Consulting/Contract
Sole Proprietorship

(Sole Proprietorship; Myself Only; Management Consulting industry)

June 2005 — November 2005 (6 months)

Project Example:

Challenge:
Increase productivity through employee involvement teams.

Solution:
Taught and mentored four teams (one per shift, four shifts) of five employees each (20 total) in an inspection and packaging area. Their charter was to utilize 5S techniques to improve the productivity, quality, safety, and cleanliness of their environment.

Impact:
Reduced downtime from 20% to less than 2%. Dramatically reduced clutter and WIP. Output increased 5-10% with the existing manpower and equipment. Increased usable floor space. Reduced safety issues and complaints.
Instructor

University of Massachusetts Lowell

(Educational Institution; Higher Education industry)

January 2005 — May 2005 (5 months)

• Taught Computer Aided Manufacturing.
Sales and Marketing Manager

ARoutsis Associates

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

2004 — 2005 (1 year )

• Used statistical methods to create effective marketing campaigns.
Instructor

University Of Connecticut

(Educational Institution; Higher Education industry)

August 2001 — May 2003 (1 year 10 months)

• Taught Strategic Management
Kaizen Coordinator

Gentex Optics Essilor

(Public Company; 51-200 employees; Plastics industry)

1997 — 2001 (4 years )

• Increased productivity, output, and quality by training and leading multiple teams of employees.
• Implemented a variety of productivity improvement programs such as Lean Manufacturing and 5S.
• Utilized Designs of Experiments (DOE) to increase production yields and as a teaching tool.
• Introduced and rolled out the Cellular Manufacturing Concept to over 250 employees.
• Traveled to Dijon, France to teach employees manufacturing methods, quality control and process engineering.
• Successfully transferred proprietary manufacturing methods and processes to Thailand by designing and implementing a multitude of training programs to teach twenty Thai engineers and managers Gentex Optics techniques.
• Produced and employed over one hundred ISO 9000 documents to codify and solidify many intuitive processes and procedures.
• Created and tied together the manufacturing procedures, training programs, and the compensation plans of the process technicians.
engineer

gentex optics

(Management Consulting industry)

1997 — 2001 (4 years )
Instructor

Nypro Institute

(Educational Institution; 11-50 employees; Higher Education industry)

1996 — 2000 (4 years )

• Taught Fundamentals of Plastic Injection Molding
Project Manager

Masschusetts Manufacturing Partnership

(Non-Profit; 11-50 employees; Management Consulting industry)

1995 — 1997 (2 years )

• Interacted with over two hundred manufacturing companies to diagnose their needs and determine how to increase their profitability
• Created and implemented training programs for client companies, as well as produced and marketed public seminars.
• Responsible for initiating projects that have saved clients millions of dollars.
Director of Plastic Engineering Services

Automation & Information Planners

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

1995 — 1996 (1 year )

• Assessed organizational and systemic issues and opportunities of a variety of companies to determine how to increase their profitability.
• Successfully implemented productivity and profitability improvement programs that involved our client company’s workforce.
• Saved one client over one million dollars from a $5,000 project.
Senior Process Engineer

AOtech

(Privately Held; 51-200 employees; Plastics industry)

1994 — 1995 (1 year )

• Upgraded archaic processes and developed simplified instructions for those processes.
Senior Manufacturing Engineer

TRW Fasteners Division

(Public Company; 51-200 employees; Plastics industry)

1992 — 1993 (1 year )

• Implemented a variety of quality and productivity improvement programs that have resulted in cost reductions.
• Increased the stability of the quality and productivity, by implementing the use of Computer Integrated Manufacturing (CIM).
Senior Quality Engineer

TRW Fasteners Division

(Public Company; 51-200 employees; Plastics industry)

1990 — 1992 (2 years )

• Saved many customer accounts by successfully devising and implementing improvement programs based upon their critical needs.
President

Solution Engineering Company

(Privately Held; 11-50 employees; Plastics industry)

1990 — 1991 (1 year )

• Acquired the customers, financing, capital assets, and employees as the co-founded of a plastic injection molding company.
• Launched and operated a complete plastic injection molding company.

Demetrios Venetis’s Education

University of Connecticut

Ph.D. , Business, Management , August 2001 — May 2003

Completed eleven doctoral seminars. Degree is incomplete.
Worcester Polytechnic Institute

MBA , January 1987 — February 1990
University of Massachusetts at Lowell

BS , Plastics Engineering , 1982 — 1986

Activities and Societies:

Delta Kappa Phi Fraternity