David Hamme is the Managing Director of Ephesus Consulting, a boutique consulting firm based out of Charlotte, North Carolina that focuses on driving game-changing initiatives for its clients. David is the creator of a pioneering approach to innovation, which is presented in his book Customer Focused Process Innovation (McGraw Hill). For its contributions to the field of Operational Excellence, Customer Focused Process Innovation received the Shingo Research and Professional Publication Award.
Prior to founding Ephesus, David worked stints as a management consultant for Ernst & Young and The North Highland Company. His consulting work spans numerous areas including Strategic Planning, Process Improvement, Change Management, and Enterprise Wide Cost Reduction. Over an 20 year career, David has completed projects for over 40 clients including such recognizable names such as GE Capital, Kellogg’s, Bank of America, Wells Fargo, Family Dollar, Delhaize USA, Fifth Third Bank, Lowe’s Home Improvement, Time Warner, Sonic Automotive, and Duke Energy.
In addition to his consulting career, David served as an executive in Lowe’s Home Improvement’s Installation Business Unit. As a leader of this $3B business, David oversaw the strategic planning, marketing, product management, pricing, new product development and sales functions.
David received his M.B.A in Finance from Indiana University and his B.S. in Industrial Management and Electrical Engineering from Purdue University. At Indiana University, David taught undergraduate students for the Decision & Information Sciences Department. He currently offers training programs to clients including Strategic Planning, Lean & Process Management, Facilitated Sessions, Business Development, and Enterprise Cost Reduction.
Documenting a process generally results in at least a 25% gain in productivity – and often even greater gains. Translating work effort into discrete steps reduces confusion, drives consistency of execution, accelerates training, and usually uncovers efficiency opportunities along the way. But it...
When analyzing a function for improvement, it is common practice to document the existing operations into what is widely known as a current state. This current state operational view serves as a baseline for improvements. It identifies the inputs, work steps, and outputs (and often a lot more). It...
Projects create a maelstrom of documentation - charters, workplans, issues logs, process flows, requirements, solution designs, parking lots, and many more. With the deluge, invariably some of the documentation is relegated to the hard drive of death – hidden out of the view of those who might...
