Home > About LEI> About Us> People> Lynn Kelley
Lynn Kelley

Lynn Kelley

Senior Vice President-Supply Chain and Continuous Improvement, Union Pacific Railroad

D. Lynn Kelley is responsible for sourcing, logistics, warehouse operations, fuel sourcing, fuel infrastructure, and industrial engineering/continuous improvement. She reports to the chairman and CEO and is a member of the Executive Leadership Team and Operating Committee. Before joining Union Pacific, she was vice president, operational excellence, at Textron, with responsibilities for engineering, integrated supply chain, procurement, and corporate six sigma-quality councils across all business units, including Cessna Aircraft and Bell Helicopter. At Textron, Kelley had several international assignments. Based in France and South Africa, she was responsible for activities at facilities in Australia, Switzerland, France, Germany, and South Africa.

Previously, she was a professor, department chair, and director of the master’s in Quality and Operations Management at Madonna University, School of Business, Livonia, MI. She also served as executive vice president and COO for Doctors Hospital in Detroit. Kelley holds a PhD from Wayne State University, a master’s from Michigan State University, and a bachelor's degree in business management from the University of Detroit-Mercy. She has published books in the fields of statistics and operational excellence. Kelley also serves on the nonprofit boards of the Joslyn Art Museum and Lean Enterprise Institute.

Articles by Lynn Kelley
CI Sustainment: A Hiding Place for Complexity
"How many times has your continuous improvement solution wound up being more complex than the original problem?" muses Lynn Kelley. In her first piece for the Lean Post, Kelley explores the fickle nature of complexity in lean transformations, plus some suggestions for keeping it out of your processes. More »
Workshops Taught by Lynn Kelley
Change That Sustains This interactive, hands-on workshop provides methods and tools to beat those odds and create change that sustains, using lessons learned from successfully implementing change at two Fortune 200 companies. More »