ABOUT HEIDI WIEMKEN

Operational transformation through systems, automation, and process redesign.

Heidi Wiemken

I have spent much of my career inside high-volume operations where the work was getting done, but not because the system was working well.

In some cases, strong people were holding weak processes together through effort, experience, and constant problem-solving. In others, the organization was adding more people simply to keep up with demand created by broken workflows, manual handoffs, unclear ownership, and systems that no longer scaled.

The goal is not to ask people to work harder around broken systems. The goal is to build systems that make the right work easier to execute.

I am a Certified Six Sigma Green Belt (CSSGB) through ASQ, with applied experience in process improvement, root cause analysis, workflow redesign, performance measurement, and sustainable operational execution. ASQ Certified Six Sigma Green Belt credential badge

How I Work

01
Identify the Breakdown
Most operational problems show up as delays, rework, manual effort, and constant escalation. I focus on identifying what is actually creating friction at the root.
02
Simplify the Workflow
Strong operational systems reduce unnecessary complexity. Simplifying execution improves consistency, visibility, and scalability across the operation.
03
Build for Scale
The goal is sustainable performance — systems that improve execution, reduce manual dependency, and support long-term operational growth.

Operational Background

With more than 20 years in operations and process improvement, I have worked across high-volume environments where accuracy, speed, scalability, and execution directly affected business performance.

My background includes operational leadership, workflow redesign, automation, analytics, performance measurement, and cross-functional process improvement across enterprise telecom, healthcare operations, and service-based business environments.

I am strongest in situations where the work is moving, the pressure is real, and the current process is no longer keeping up with the needs of the business.

“Strong operations should improve performance without creating constant friction for the people doing the work.”

Working Style & Philosophy

My working style is practical, direct, and grounded in how the work actually gets done.

I work closely with the people closest to the process, because they usually know where the friction is hiding. From there, I look for the real breakdown: unclear ownership, unnecessary handoffs, manual workarounds, weak visibility, inconsistent execution, or systems that no longer fit the scale of the operation.

My goal is not to make processes look better on paper. It is to build systems that teams can actually use, leaders can manage from, and the business can scale without adding unnecessary complexity.