John Kim

About John Kim

Senior Operations/Operational Excellence executive with 30+ years experience in a wide range of industries (medical device, low/medium/high volume, continuous flow, batch flow,), Life Sciences/Diagnostics (instruments and reagents), Global Supply Chain (manufacturing, distribution, transportation and logistics), Energy, Oil & Gas, Pharma, Insurance, Finance/Transactional and Healthcare delivery (hospitals, physician practices, surgery centers) sectors. Responsibilities have included driving P&L performance (EBITDA, Revenue, Cost, Cash, Operating Margin, Variances, etc), strategy development, strategy deployment, Global Lean deployment, operations leadership, transactional performance improvement (call center operations, global service centers, Order-to-Cash, Accounts Receivable (AR), Sales effectiveness, etc.), operational/process improvement (direct/indirect labor productivity, lead time, quality, OEE, yield), product development/NPI, Design for Manufacturing/Service (i.e. DFx), materials/supply chain, etc. Specialties: Strong mix of Operational (productivity, lead time, quality, backlog, OEE, yield) and Financial (income statement and balance sheet) acumen and appropriate application of Lean/Continuous Improvement Management Systems as a framework for driving performance improvement. e.g. Monthly Operating Reviews, Operational dashboards, Daily Management, process improvement, action plans and (measured/monitored) performance improvementExperience in Design, Development and mobilization of single site, multi site and global (Enterprise wide) Lean Transformations in numerous industries and encompassing companies with revenues ranging from $15mm to $35billon in revenue. Structured approach for integration of a Lean/LeanSixSigma across an organization: executive roles & responsibilities, LSS management system framework, leadership and organizational development, managing for daily improvement (MDI), A3 thinking, knowledge capture, knowledge transfer, implementation and deployment of solutions.Developed approach (VSMi) for Lean in repetitive (e.g. order entry, invoicing, claims processing, quoting) and non repetitive (project management, product development, product introduction, sales) transactional processes. Transactional process/performance improvement including: SG & A, labor/department productivity, backlog reduction, turnaround time, sales effectiveness, NPI launch effectiveness (time to target revenue, time to target cost), etc

Experience

1. Vice President Global Lean Operational Excellence

   Bio-Rad Laboratories

   Apr 2024 — Present · Hercules, CA, US

   Responsible for Bio Rad Laboratories Global Lean and Continuous Improvement program for both Life Sciences (LSG) and Clinical Diagnostics (CDG) businesses. Bio-Rad’s Global Supply Chain encompasses 18+ manufacturing operations, 25+ distribution centers and Centers of Excellence in APAC, Americas and EMEA. Initial focus has been on manufacturing Cost (e.g. Direct/indirect labor productivity, yield, material variances and operating expenses), OpEx (OEE, uptime and manufacturing lead time), lot size/batch control (reagents), Cash (Inventory) and On time delivery. Responsibilities include all Bio Rad products and processes including: • Instrument assembly, integration and testing operations • Chemical (Reactor) operations• Reagent manufacturing (biologicals, chemicals, buffers, bulk production, high speed equipment and kit packing)• Global Logistics and Transportation (pick, stage, domestic/international ship ambient and cold chain products)• CDG products include: blood typing, quality control, toxicology and testing for autoimmune, diabetes, hemoglobinopathy, infectious disease, microbiology and newborn screening• LSG products include: bioprocess analytics, bioprocess chromatography, cell line characterization, gene expression analysis, immunology, pathogen detection, protein expression and viral/vector characterization Responsible for Lean/Continuous Improvement of our Transactional/Information flow processes including: customer service, service operations, S & OP process and AR/AP processes.

Education

• Massachusetts Institute of Technology

  Mechanical Engineering

  1983 — 1987

Skills

• Operations Management
• Six Sigma
• Quality Management
• Process Engineering
• Kanban
• Manufacturing
• Lean Management
• Business Process Improvement
• Tqm
• Toyota Production System
• Performance Improvement
• Cross-Functional Team Leadership
• Lean Hospitals
• Manufacturing Operations Management
• Training
• Management
• Program Management
• Supply Chain Management
• Change Management
• Change Leadership
• Supply Chain
• Leadership Development
• Strategy
• Lean in Health Plans
• Management Consulting
• 5s
• Tpm
• Physician Practices/Clinics
• Root Cause Analysis
• Black Belt
• Healthcare
• Dmaic
• Operational Excellence
• Manufacturing Engineering
• Fmea
• Leadership
• Lean Manufacturing
• Continuous Improvement
• Lean Transformation
• Business Strategy