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1999 thru Present – PROMAX
Consulting Services, Inc.
President and CEO
Since 1999 PROMAX Consulting
Services has assisted its customers in the implementation of
ISO 9001:2000, Lean
Six Sigma, and Baldrige systems providing both consulting and
training. As president of the company Bob takes an active role
in all major implementation and consulting projects – key
customers like IBM Global Services, the United States Postal
Service and The Coca-Cola Company recognize the value-add that
PROMAX, under his leadership, provides.
Mr. Ricker has implemented
Lean Six Sigma principals at PROMAX resulting in operating
expenses below 8% of revenues and 98% of PROMAX’s accounts
receivable being paid within 30 days – 99.998% of accounts
payable paid by due date. Sales growth has averaged 74% per
year over the past 4 years.
1995 thru 1999 –
Marshall Qualtec & Six Sigma Qualtec (Merger with Six
Sigma International)
Sr. Vice President /
Senior Partner
Bob led the consulting and
training effort at the United States Postal Service, NY Metro
Area, in New York City moving NY City's First Class mail
delivery from the bottom 3 to among the best in the nation. He
was instrumental in the development of the Process Focused
Operationalization (based on Lean Six Sigma concepts) approach
in the Morgan Plant, key to the success was the first
implementation of visual factory concepts for the processing
of mail as well as the application of the “theory of
constraints” resulting in percent on-time for overnight mail
moving from 79% to 97% and achieving national recognition as
well as a 230 percent return on investment during the very
first year of implementation. He also set the strategy and
coordinated efforts in the other field operations of the USPS
resulting in similar results.
1989 thru 1994 - Qualtec
Quality Services
Vice President – Client
Services
He led the consulting effort
with the Foxboro Companies
(Siebe PLC) TQM implementation, resulting in that
company being recognized as one of the top 10 manufacturers in
the U.S. - Foxboro went on to win the Massachusetts State
Quality Award and the Shinto Prize for Continuous Improvement
( Considered the highest award for Lean Manufacturing). Bob
assisted AT&T Microelectronics with Process Management
implementation during their successful challenge for the
Deming Prize (the second recipient of the Deming Prize in the
United States.)
In addition, Bob led the
implementation of TQM at the ABN-AMRO Bank of Holland, the
largest bank in the Netherlands and 18th largest in the world.
Other clients he managed are Ameritech (a regional Bell
Company), Stratus Computers and he was the lead consultant
with AT&T.
1968 thru 1989 - Florida
Power & Light Company
Principal Quality
Engineer
During this period held numerous management positions in
Engineering, Power Sales and Quality.
He was a key player in
FPL’s successful quest to become the first "overseas
company" to win the coveted Deming Prize (1989), Japan's
highest award for quality. He was on special assignment as
Principal Quality Engineer leading an effort with the Florida
Innovation Group (FIG a private consortium of Florida
Municipalities) Quality Improvement Project, a joint venture
through which FPL's quality processes were implemented in key
Florida municipalities including the City of Ft. Lauderdale,
Palm Beach County, Naples and Sarasota. At FPL, he
demonstrated FPL's quality efforts to senior executives from
over 200 of the "Fortune 500" listed companies
conducting the monthly seminar on FPL’s improvement process
and the quest for the Deming Prize.
While FPL did not use the
words “Six Sigma” or “Lean Six Sigma” FPL’s
equivalent of black belt training was copied from the Union of Japanese Scientists and
Engineers (JUSE) Statistical Training and was named
“Application Expert Training” it was implemented at FPL in
1986 – and consisted of 4 Weeks of statistical training
including the concepts of Lean conducted over a 4-month period
– each week of training was conducted 1 month apart –
Projects were worked on between the training sessions and were
required to be completed prior to being certified as an
Application Expert. Motorola used this model for its
development of Black Belt Training.
Since implementing its Total
Quality processes FPL has had 2 rate decreases and no rate
increase over the past 19 years. Despite being in one of the
fastest growing states in the U.S. FPL currently has less
employees than it did 20 years ago… it continues to train
its employees in what is now Black Belt training.
15 of PROMAX’s consultants
were key to this pioneering effort at FPL.
Veteran - served in the
Army Intelligence Service 1962 thru 1966
Training, certification,
and recognition:
·
J.U.S.E (Union of
Japanese Scientist and Engineers) Trained
·
Master Instructor
for all relevant Six Sigma/TQM Training Courses
·
National
Engineering Consortium Educational Overseers Council
·
ASQ recognized
for his contribution toward the promotion of quality
·
AQP past
president of the Space Coast Chapter
·
Proclaimed by the
Governor of Arkansas as an International Ambassador of
Arkansas
- Recognized for his
contributions to quality by the Institute of Industrial
Engineers
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