Jeff Kahne, PhD

Jeff is a results-oriented advisor with extensive experience in all areas of organizational transformation and process innovation. He has demonstrated expertise in Six Sigma, Design, Lean, change management and reengineering, in addition to strategic and performance planning.

He has successfully deployed process improvement and design initiatives in global logistics/distribution, chemical, financial services, semiconductor, healthcare, industrial automation, medical, manufacturing, industrial sanitation, and service companies ranging from $40 million to $400 billion in annual revenue.

Prior to joining Firefly Consulting, Jeff served as a Business Architect leading process improvement within USAA, a Fortune 500 insurance company. He led process management and improvement initiatives for the company’s claims and sales processes, identifying over $50M in savings. Jeff is a 20-year veteran of the United States Air Force. He redesigned Air Force strategic planning models for Army, Navy, Air Force, and Marine use and led Joint, Department of Defense, Nuclear Weapons Inspections agency, Combat Operations units, Intelligence Agencies, through data centric and team based strategic planning efforts.

Publications and Insights

Notable Achievements

  • Led teams at Regional Medical Facility to use process excellence tools and methodologies to completely redesign a $100M hospital expansion.
  • Redesigned manufacturing layouts to allow for the repatriation of work from overseas. Led over 15 Kaizen events to double production capacity while reducing floor space required. Work led to 100% of production being moved back to the US with better quality and shorter resupply times to critical customers.
  • Led a deployment of Customer Centric Business Design in a Fortune 50 insurance & financial services company. Led New Product Development teams in design of Enterprise Sales and Service processes impacting over 80 million customers.
  • Deployed Reliability Center Maintenance teams in Consumer Plastics and Paperboard industries. Used best practices from military and industry to integrate Total Productive Maintenance, Reliability Centered Maintenance, and Lean practices into a team-based process focused asset reliability. Teams raised overall equipment effectiveness by an average of 10-20 points in less than 9 months.
  • Led/trained 9 Lean teams from a semiconductor manufacturer in Malaysia, Philippines, and China through a redesign of processes necessary to support significant production changes being implemented in Asia and the US. Offset the need for a $6M plant expansion.
  • Led teams devoted to supply chain optimization. Created statistical models and trained key supply chain managers. Reduced carrying cost and allowed organization to save over $14M in excess raw materials.


Our Lady of the Lake University
PhD Leadership Studies
MBA Electronic Commerce

Park University
BS Management of Information Systems

Certified Master Black Belt

Firefly Publications