Supply Chain Six Sigma

S hawn D odson

**** ******* **. ********, ** ****0

Cell: 614-***-**** email: *******@*****.***

SENIOR-LEVEL EXECUTIVE

Information Technology, Supply Chain, Quality, & Operational Excellence

… Designing, Implementing and Maintaining Innovative Business Solutions …

Dedicated professional offering valuable combination of functional knowledge, technical proficiency, and

communication skills backed with diverse industry experience. Proven expertise designing and implementing

solutions to technical problems combined with in-depth understanding of corporate IT requirements. Known for

carefully analyzing business needs, identifying root causes, and selecting the most expeditious and cost-effective

methods to increase productivity, reduce costs, and drive efficiencies.

CORE COMPETENCIES

Technology Risk Management and Mitigation Exec-Level Technology

Rightsizing Advice

Management Information Systems

General Lean / Six Sigma

Design for Six Sigma (DFSS)

Management Instruction

Troubleshooting & Problem

Relationship Strategic Planning &

Solving

Building Initiatives

Policies & Procedures

Customer Service Budgeting & Expense

Development

Control

Vendor Contract Review & Negotiation

Negotiations Productivity

Development Team Management

Improvement

Disaster & Support

R ecovery Worldwide Remote

Project Planning, Management &

Access

Virtualization Lifecycle

Staff Development &

Recruiting &

Client Maintenance & Retention

Supervision

Staffing Production & Product Lifecycle

Systems

P&L

Management

Implementation

R esponsibility

Six Sigma Black Belt

Back-office

Systems Technical Training &

Support

CAREER CHRONICLE

NEW PRODUCT INNOVATIONS (www.npi.com) - Powell, OH 1999 - Present

Private, 80% employee-owned, company providing custom development/manufacturing services for medical,

industrial and consumer products. $50M annual revenues with offices in US, Shanghai, Guangzhou, and Hong

Kong. Formerly General Electric/Fitch.

Director of Information Technology, Supply Chain Management & Quality (2006 - Present)

Oversee ~$40M/yr supply chain partnerships and maintain information technology, quality, and supply chain

management. Direct all information/communications technologies; manage all aspects of new ICT infrastructure

implementation and maintenance; document all ICT user/administration, purchasing, supply chain management,

logistics operating procedures; oversee communications technologies; capital spending and P/L responsibility.

Train all employees in new ICT infrastructure (5 major business applications, including ERP), manage 12 salaried

employees in information technology, quality, and supply chain management, and train ~60 as Six Sigma Green

Belts. Primary customers: Georgia Pacific, Motorola, Jarden, Maytag, Bausch & Lomb, Procter & Gamble.

Major Corporate Initiatives:

$758K Information Technology Infrastructure Design/Implementation – Provided previously unavailable

budgeting/forecasting, resource planning, CRM, engineering change management, purchasing, and

worldwide remote access capabilities; enabled growth in Asia; and improved capabilities globally by

overseeing 1-year exhaustive needs assessment and benchmarking followed by architecture design for 5

major corporate business applications, including new company ERP .

Shawn Dodson

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Technology Roadmap – Developed 3-year roadmap (working with outside consultants) to assess technology

infrastructure and identify new technologies and facilitated $64K first-year savings by managing transition

from traditional to virtualized client/server environment. Current transformation to SharePoint environment and

customer/supplier web portals anticipated to provide greater value to customers/suppliers .

Stage-Gate New Product Introduction Process Documentation/Implementation – Reduced NPI's time-to-

launch from 17 to 12 months by drawing on years of Xerox experience to enable launches’ completion

quicker and with fewer resources through fully documenting company's new product development process.

Quality Management System (QMS) Development/Implementation – Improved company field quality

performance from ~3200 ppm (~4 sigma) to 200 ppm (~5 sigma) by leading implementation of ISO 9001

and 13485 quality systems (certification obtained March 2010).

Lean/Six Sigma Green Belt Development/Implementation – As a Six Sigma Blackbelt, established

Lean/Six Sigma culture at NPI for performance excellence and waste elimination ; design and conduct

in-house Six Sigma Green Belt (DMAIC, DFSS) training (for 6 years).

Supply Chain Management Strategic Plan Development/Implementation – Saved ~$1.5-2M/yr through

cost reduction and improved on-time delivery performance from 72% to 94% . Better aligned supply

chain to marketing needs by upgrading sourcing and new supplier assessment process; implemented key

performance indicators (KPI's). Improved supply chain performance by implementing supplier scorecards;

and enabled contracts to be completed quickly/efficiently by simplifying supplier contracting process.

Performance Highlights:

Saved ~$660K/yr labor costs by implementing global work processes and training Chinese associates and

reduced expenses $400K/yr by in-sourcing inspection services in Shanghai, Guangzhou, and Taiwan.

Lowered software maintenance fees ~$30K/yr by rightsizing and negotiating annual license agreements.

Played key role in improving productivity and providing company with visibility of resource utilization

and resource needs by implementing resource utilization and planning with Microsoft Project Server.

Enabled internal productivity and cost reduction by utilizing Six Sigma techniques to design new business

processes for order management, AP/AR, logistics, engineering change management, and CRM.

Cut annual telecommunications operating costs 33% ($35K) by renegotiating contracts and services.

Implemented online video/document sharing internally and with clients and suppliers by initiating

Webex conferencing services and implementing Microsoft SharePoint Intranet Home Page.

Director of Information Technology & Quality (2003 – 2006)

Promoted and accepted challenge to champion new technology infrastructure including implementing new

company ERP and all other business applications.

Performance Highlights:

Played instrumental role in enabling NPI's growth by providing suite of business applications and file

servers accessible on worldwide basis.

Supported employees worldwide and ensured all business systems, file servers, email, and

telecommunications operational by leading team supporting ICT infrastructure 24 x 7.

Aggressively negotiated capital investment reduction (~40%) for procurement, installation, and startup of

all software applications and hardware for technology infrastructure implementation to $758K.

Obtained thorough understanding of customer requirements utilizing Six Sigma tools, meeting with key

stakeholders, and generating process maps for key business processes, producing critical to quality (CTQ)

flow-down models, conducting benchmarking and interviewing technology suppliers.

Director of Quality (2001 - 2003)

Directed all quality management activities, including many engineering decisions/coordination involved in

developing/launching new products, and maintained terminal responsibility for corporate quality.

Performance Highlights:

Significantly improved quality performance (one of NPI's major selling points) by instituting new, ISO-

based quality management after obtaining Six Sigma Black Belt at The Ohio State University Fisher College.

Shawn Dodson

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Served as president of Employee Stock Ownership Program (ESOP) when NPI received national

recognition as ESOP Company of Year and traveled to Washington DC to receive award (on NPI’s behalf).

Program Manager (1999 - 2001)

Brought onboard (as 7th employee) to oversee all client interface, supplier interface, contractual negotiations,

financial transactions, and financial reporting.

Performance Highlights:

Managed launch of multibillion-dollar product for SC Johnson by handling all account activities.

Played pivotal role in growing company revenue from <$1M (1999) to ~$11M (2000) by making primary

contributions to revenue growth and profitability and by proactively managing customer/supplier relationships.

XEROX CORPORATION (www.xerox.com) - Rochester, NY 1987 - 1999

$15.7B worldwide corporation which develops/manufactures copiers, printers, scanners, and multifunction

devices and offers numerous supporting services.

Project Manager: Manufacturing Technology (1998 – 1999)

Promoted and placed in charge of key technology factory startup within corporate technology organization dealing

with contractors, equipment providers, material suppliers, and bargaining unit. Led team of 12 engineers during

technology development and manufacturing planning; including capital equipment, facility needs, operations staff,

and manufacturing costs.

Performance Highlights:

Reduced manufacturing costs, lowered capital investment, and eliminated waste and excessive

inventory by utilizing Lean/Six Sigma tools/techniques.

Operations/Engineering Manager: Product Design & Manufacturing Team (1995 – 1998)

Responsible for final assembly operation, startup, and launch of multibillion-dollar digital product; directed all

phases of product design, manufacturing; supervised 65 engineers, supervisors, technicians, and industrial staff.

Performance Highlights:

Played pivotal role in one of Xerox’s most successful production launches ever (first US, then Europe)

by managing launch team that set new standard in delivery performance and meeting cost/quality objectives.

Led team that returned ~$3M to final assembly plant through cost reduction activities during production’s

first year while leading to launch one of Xerox's first digital products.

Also served as: Lead Engineer: Product Design & Manufacturing Team (1992 – 1995), Senior Project Engineer

(1991 – 1992), Project Engineer (1990 – 1991), and Manufacturing Engineer (1987 – 1990).

Performance Highlights:

Saved Assembly Operations $2M in supply chain costs through resourcing to final assembly site.

Selected for entrance into prestigious Xerox Directed Development Program.

Special Merit Award for Xerox manufacturing patent.

Xerox Achievement Award for Excellence: Highest Individual Award in Development & Manufacturing

E D U C AT I O N

ROCHESTER INSTITUTE OF TECHNOLOGY – Rochester, NY

Master Of Engineering, Industrial Systems & Manufacturing (1991)

THE OHIO STATE UNIVERSITY – Columbus, OH

Bachelor Of Science, Welding Engineering (1987)

TRAINING

Executive Leadership Training, Sandler Sales Training, Lean Six Sigma Black Belt, Lean Six Sigma Green Belt

(DMAIC & DFSS), Crucial Conversations/Confrontations, Negotiations, MS Project Server, Oracle / Intuitive ERP,

Shawn Dodson

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Japanese Business Practices, Project Management, Xerox New Manager & Middle Management Training, Xerox

Leadership Through Quality, CAD/CAM, Design for Assembly & Manufacturing.

1389 Camelot Dr. Columbus, OH 43220 614-***-**** *******@*****.***

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