Manufacturing professional with extensive knowledge and experience in Lean Manufacturing principles, materials management, operations, supply chain development, warehousing and logistics.

PROFESSIONAL HIGHLIGHTS

30+ years of experience in operations and materials management

Strategic thinker that develops plans and then executes to measureable results

Leader that builds teams that accomplish objectives and grow the business

CAREER ACCOMPLISHMENTS

Advanced Performance, Inc. (Consulting), Crete, IL 2004 – Present

Principal - Lean Transformation Company

• Developed a Lean Manufacturing Transformation program with a simultaneous top down and bottom up approach that allows organizations to accelerate deliveries, improve quality, and increase cash flow with a minimum of disruption.

• Transformation program includes interpersonal skills training and mentoring for executive and mid-level managers to aid in transitioning to a team-based working environment.

o (Food Processor) - Increased plant capacity by 10% by reducing shift start-up times

o (Metal Fabricator) - Reduced lead time on major product line from 10 days to 1

o (Molder) - Improved productivity on assembly line by 20%

o (Custom Equip. Mfg.) - Improved net profits by 3% through improved productivity and inventory reductions

o (Bindery) - Reduced unplanned equipment downtime by 50% (+300 hrs/mth)

Tri-State Industries, Hammond, IN (35 Employees) 1998 – 2004

V.P. of Operations

• Revised process flows, supply chain replenishment systems, production/financial reporting, and administrative structure that resulted in reduced overhead cost, lead times to customers, inventory investments and total business transactions.

o Reduce lead times from 3 weeks to 2 days through work cells and revised scheduling systems

o Increased inventory turns from 3.2 to 6.1

o Reduced purchasing activities by 40% through implementation of a kanban replenishment system

o Improved inventory accuracy to +95% through simplified procedures and visual controls

DovaTech Ltd. - Division of Dover Corp., Beecher, IL (120 Employees) 1988 – 1998

Materials Manager/Sales Support Manager, 1996 – 1998

• Consolidated multi-site order processing/planning/scheduling/logistics and accounts receivable functions into a single customer focused support team that improved response time to customers, shortened lead times to market, improved communication of demand to production teams and reduced overhead cost.

• Revised and simplified the warehouse layout, policies and procedures to improve inventory accuracy, picking efficiencies, space utilization and safety.

o Reducing customer quote and availability response from 24 hours to real time

o Consolidated multi-facility sales offices to single site customer contact center

o Improved order fill rate of 95% from 2 weeks to 2 days

o Improved order picking efficiencies by 50%

o Developed multi-site seamless shipping system to better serve customers

Materials Manager, 1992 – 1996

• Creatively modified the use of newly installed ERP system to enhance forecasting, master scheduling, planning and procurement; simplify inventory, production and financial reporting and allow real time FG and parts inventory management by customer service teams.

• Lead facilitator for implementation of Lean Manufacturing principles and team-based process improvements initiatives that improved quality, reduced lead times, simplified scheduling and supply chain replenishment process as well as reduce overhead cost.

o Reduced inventory by 50% ($1.9mm), improved turns from 2.8 to 6.1 through implementation of work cells and JIT programs with supplier base

o Reduced material cost by 4% through vendor consolidation, new sourcing and win-win contract negotiations with suppliers

o Improved inventory accuracy to +98% and achieve real time transaction processing to better service customers and eliminate annual physical inventories.

Production & Inventory Control Manager 1988 – 1992

• Utilizing enhanced data analysis, made recommendations for changes in production processes, capacity planning and scheduling techniques to improve production efficiencies and reduce product cost.

o Implemented work cells and revised scheduling to reduce lead times by 66% from 6 weeks to 2 weeks

o Reduced shop orders/paperwork by 80% through implementation of kanban systems

o Improved production efficiencies by 20%

Amco Corporation, Chicago, IL (80 Employees) 1985 – 1988

Production & Inventory Control Manager

• Reorganized and enhanced MRP database to improve forecasting, planning and scheduling of product through the facility. Revised inventory control procedures to improve accuracy, reduce reporting time and improve picking efficiencies.

o Improved inventory accuracy from 74% to 90% overall

o Reduced warehouse staffing by 25%

EDUCATION

• A.P.I.C.S. - C.P.I.M. Certification

• Mather & Plossl - MRPII Design and Development

• Gehlhausen Ruda & Associates – Star Executive Leadership program

• Northern Illinois University – Quality Management Systems

• Richard J. Daley Community College - Business Administration

SKILLS

• Project Management (3 ERP installations/2 facility moves)

• Working knowledge of financial reports and G.A.A.P.

• Lean Manufacturing/Theory of Constraints

• Proficient in Microsoft Office applications (Word, Excel, PowerPoint, Access)

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