1. CAS S ANDRA TURNB ULL-ROB ERTS
2701 Laurel Field Circle Phone: 919-623-6917
Wake Forest, NC 27587 Email: ctroberts1962@gmail.com
SR. CONT INUOUS IM PROV E M E NT MANAG E R
Certified Six Sigma Black Belt and Change Master leading enterprise-wide strategic initiatives for continuous
improvement and Lean implementation. Responsible for continuous process improvement through Lean development.
Lead training, developing, coaching, and mentoring on Lean processes, concepts, and successful deployment. Lead Rapid
Improvement Work Shops, implement Visual Factory, Value Stream Mapping, and Transformations. Strong Kaizen Event
facilitation experience. Implement Takt time improvement for time required for production to meet consumer demand.
Excellent communicator and listener, implementing change through persuasion, education, and training. Work effectively
in training and developing cross-functional teams in Lean transformation, philosophy, and approach to achieve success
HIGHLIGHTS
● Lean Principles Implementation ● Change Management ● Six Sigma Black Belt
● Supply Chain Management ● Process Management ● Logistics Management
● Continuous Improvement Manager ● Operations Management ● Project Management
● Process Improvement Engineering ● Mentoring & Coaching ● Certified Change Agent
● Cross Functional Team Leadership ● Transportation Management ● Supplier Development
● Analytical Problem Solving ● Work Standardization / Takt Time ● Risk Management
● Root Cause Analysis ● Process Mapping ● Communications
● FMEA ● Process Capability Analysis ● Voice of the Customer
● Financial Analysis ● Kaizen Event Facilitation ● SIPOC / SIOC / DMAIC
● Analytical Hierarchy Process ● Quality Function Development ● Value Stream Mapping
EXPERIENCE
Caterpillar, Inc., Clayton, NC 2003-2016
CONTINUOUS IMPROVEMENT MANAGER
CERTIFIED LEAN SIX SIGMA BLACK BELT / CERTIFIED CHANGE MASTER
 Led Transformation Projects for the Clayton facility to increase capacity by streamlining processes by driving the
value stream mapping and improvement plan for the site.
 Reviewed end-to end processes and determined flow paths for material.
 Facility Change Master, introducing significant change initiatives to increase facility capacity.
 Responded to changes in volume to increase efficiency by analysing Modapt work task productivity analysis
systems and adjusting manpower and layouts to support changes.
 Applied Six Sigma tools to identify and mitigate defects and led teams through change to achieve critical success.
 Implemented initiatives to improve employee engagement and to reduce waste in ramp up for new product line.
 Collaborated with Section Managers and Team Leads to achieve process improvements that eliminated defects.
 Delivered fiveRapid Improvement Workshops and Change Management initiatives for the facility’s transformation.
 Supported community diversity and inclusion initiatives, working with schools and community organizations
Key Achievements:
 Implemented process improvements supporting volume changes without sacrificing quality or safety.
 Generated more than $5 million in cost savings by introducing lean tools.
 Reduced the amount of work in process from seven days on hand to three days, saving $2.4 million annually.
 Achieved team commitment to the transformation of the facility by using Module Build instead of Stall Build with
no spike in defects.
 Improved team’s Out Going Quality Level by 50% by writing SOPs to adhere to Quality Hold Procedure.
 Led acceptance of Built-In-Quality culture and “Do Not Accept/Build/Ship a Defect.”
 Exceeded goals for defects per unit (DPU) by writing processes within quality system integrators (QSI).
 Improved recruitment of minority group applicants by contributing to a new minority recruitment strategy.
 Launched TIER IV final engine interlocks for the correct installation of engines into machines in the final phase in.
 Contributed to current DPU of 1.58 compared to the DPU average of 2.58 in 2013.
 Successfully applied the use of CGCM tools to the H Series Volume Increase.
 Created and maintained Clayton Change Management Headquarters as a tool to communicate.
 Supported and served as trainer for the Clayton Ops Technician Training Class as leader of Standard Work, Chase
Waste, and CIPID Instructor, and trained CPS ILT Leader Core to Team Leads and Leaders.

2. CASANDRA TURNBULL-ROBERTS | 919-623-6917 | crtoberts1962@gmail.com Page 2
Caterpillar, Inc., Clayton, NC 1999-2003
SUPPLIER DEVELOPMENT ENGINEER
 Key resource in developing supply sources and improving cost competitiveness through procurement.
 Managed supply base for annual spend of $187 million and developed internal process capabilities.
 Supported issues with production and developed new suppliers to reduce cost and increase capacity.
 Prioritized supplier development needs by component to improve cost competitiveness.
 Worked closely with cross-functional business units and sourcing leaders to manage design changes
and new product introductions.
Key Achievements:
 Improved supplier capability leading to a 30% improvement in PPM.
 Increased supplier delivery performance 95% of spend, performing at 98% on-time delivery.
 Developed Reliability Matrix and Supplier Development Plans to bring suppliers to Class A performance levels.
 Provided 20% cost savings on procured materials for the Powertrain/Cab and electrical component.
EARLIER EXPERIENCE
Caterpillar, Inc., Clayton, NC
MATERIAL REQUIREMENTS AND PRODUCTION CONTROL SUPERVISOR
 Controlled procurement and management of supply from supplier to point of use.
Key Achievements:
 Successfully implemented engineering changes and new product introduction programs with minimal
costs due to scrap, and reduced air freight costs by 40%.
 Increased inventory turns by 20% by implementing pull triggers and facility inventory count program.
Caterpillar, Inc., Clayton, NC
OPERATIONS AND LOGISTICS FACILITATOR
 Front line supervisor for assembly and logistics, managing a staff of 74 production and logistics
employees.
Key Achievements:
 Developed four self-directed factory and logistics teams using Development Dimensions International
concepts influencing leadership selection and development, execution, and performance.
 Played a key role in the planning and implementation of the plant layout and start-up.
 Implemented effective Process Maintenance Programs and wrote Logistic Job function procedures.
EDUCATION
North Carolina State University, Raleigh NC
Bachelor of Science, Industrial Engineering/Engineering Operations
Focus in Operations Management and Production Control
CERTIFICATIONS & TRAINING
Certified Six Sigma Black Belt – 2004
Certified Change Master – 2012
Certified CGCM Change Agent
Certified CPS Trainer
TECHNICAL SKILLS
Proficient in MS Office Suite – Word, Excel, PowerPoint, Outlook
ACTIVITIES & AFFILIATIONS
Recruiter for Engineering Rotational Program, Recruiter Training – 2003
Founder and Chair of Division’s Chapter of CAAN Employee Resource Group