Lee Campe is President of Performance Excellence Inc and a Lean Six Sigma Master Black Belt Lee Campe is a proven Six Sigma deployment leader with a wide array of expertise in all facets of business. He also has extensive experience in Design for Six Sigma (DFSS), change management, metric development, Business Process Management and hypothesis testing. Prior to starting Performance Excellence, Lee was a Master Black Belt (MBB) for the Home Depot, where he was responsible for coaching employees and mentoring projects across the US. Projects Lee mentored provided the company with over $200 million in savings. Prior to the Home Depot, Lee was the Vice President and Master Black Belt for JP Morgan Chase in New York. His responsibilities included coaching and training Champions, Black Belts, Green Belts, and management in the DMAIC and DFSS methodologies. During his tenure, Lee trained over 100 Champions and mentored three enterprise wide projects that identified over $20 Million in potential savings. As an MBB and Director at Cordis Corporation, a $1.3 billion Johnson and Johnson company, Lee was responsible for driving the implementation of Six sigma companywide. Charged with the goal of making Six Sigma part of the corporate culture, Lee was ultimately responsible for saving the company over $6 million annually. He also built the company’s transactional Six Sigma curriculum; developed the six sigma project database using DFSS for all of Johnson and Johnson; and trained and certified a JnJ acquisition in Haifa, Israel. Previously, Lee worked as an MBB for General Electric Power Systems (GEPS) where he trained employees at all levels on GE’s Six Sigma programs. He mentored over 75 projects from start to finish and conducted a complete redesign of the Commercial Quality Design for Six Sigma (CQDFSS) training process for non-technical associates. He also trained over 350 associates in DMAIC and CQDFSS on behalf of GEPS. Lee was first trained as a Black Belt at Penske Logistics, where he led and facilitated cross-functional teams to solve problems and increase productivity/reduce costs and also served as a project manager, consultant, and trainer. One of his projects at Penske realized a return on an investment of $12.5M within nine months and led to a cost avoidance of $2.4 million in the first year.
Courses and Programs taught by Lee Campe
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