Sales Manager

David B. Bedard CPIM, CIRM

** ****** ******

PO Box 563

Milan OH, 44846

419-***-**** ******@*****.***

Experience Summary

APICS certified Materials Manager with hands on experience managing people,

processes, and systems across the entire Supply Chain and Operations

Management areas.

Experienced in: Demand Management, Inventory Planning and Control, Master

Scheduling, Production Planning, Capacity Requirements Planning,

Purchasing, Bills of Materials, Routings, Shop Floor Control, and Sales

Inventory & Operations Planning (SIOP) in both fully integrated production

and in non-integrated job shop environments. Proficient in Microsoft

Access, Excel, Word and various MRP/ERP systems.

Tiffin Loader Crane: Tiffin, OH

September 2006 - July 2010: Materials Manager

Primary change agent in transforming a job shop with minimal operations

focus and non-integrated processes into a cohesive integrated ERP

enterprise.

Principal in the deployment of an integrated ERP system, replacing a non-

integrated legacy system. 'Go-live' 1/2/2010.

Successful ERP initiative included: data mapping, current to future state

process mapping, testing and development, systems training and

documentation, user report development, deployment and validation.

. Navigated the challenges of a 'common database' with nine of our newly

merged distribution plants. Championed and deployed the unique

functionality necessary given our sites vastly larger scope and different

business model while still respecting incumbent process constraints.

. Developed and deployed all sight specific business reporting using Access

and Excel via a direct link to ERP database. This was driven by the

incumbent systems light reporting capabilities and our disparate business

models. Great efficiencies gained by tailoring information as meaningful

and executable.

. Manage direct reports including: Buyer, Production Planner, Engineer, and

Inventory Control Coordinator. Indirectly manage two Parts Sales clerks

and one production Materials Handler.

Q2 2008 - Q1 2009: Gaining traction through fundamentally improved business

process changes.

. Consolidated random open inventory to centralized controlled storage.

This enabled the expansion pick/kit activities to '99%' of job content,

'shortage management' and improved transaction timeliness and accuracy.

. Created system driven, supply/demand constrained Production Schedule.

This, coupled with new formal Routing and shop floor reorganization,

improved and simplified Shop Floor Control.

. Unified Service, Repair and Warranty activities. Combined and aligned

with core business processes creating a 'win-win' of improved support of

Service Department while leveraging external spend and internal

resources.

. Reorganized Materials group sustaining and progressing in spite of the

attrition loss of one individual.

. Began successful Supplier Reduction yielding cost reductions with spend

consolidation including expanded and improved Vendor Managed Inventory

program.

Q2 2007 - Q1 2008: Continuous Improvement through in-depth analysis.

. Lead a company wide Business Process Mapping initiative which

consolidated and coordinated activities enterprise wide.

. Formalized improved best practices through documented Work Instructions

(Utilizing ISO standardization templates).

. Established Order and Delivery Policies via statistical analysis

codifying; ABC, Make-to-Stock, Make-to-Order, Lot Size, and all other

applicable parameters.

. Created a netting reorder point report to pull materials based on

consumption and sales.

. Created a Production Order quality, materials, and cost variance review

process to reconcile and disposition issues prior to job close.

. Successfully managed with the elimination of four indirect Materials and

Engineering positions as a result of these robust and sustainable process

and systems restructuring improvements.

. Completed a Business Requirements assessment making the case for an

integrated ERP solution to the legacy system.

Q4 2006 - Q1 2007: Initial surveys identify immediate need for basic

'process triage'.

. Data-mined legacy system to create previously non-existent Sales,

Purchase, and Work Order reports.

. Implemented and enforced daily materials and labor transaction processing

transforming past practices of bi-weekly and monthly batch processing.

'Month end close' shortened from four-to-five days to one-to-two days.

. Created a job change process to communicate and implement Sales,

Engineering, and Production changes across all appropriate Bills of

Materials, Manufacturing, Purchasing and Accounting functions.

. Developed appropriate job-kit reporting and deployed a robust job picking

process.

GyrusACMI Corporation: Norwalk, OH

October 2005 - September 2006: Senior Production Planner/Materials Buyer

. Extended the use of negotiated 'Blanket Purchase Orders' across entire

Norwalk supplier base.

. Reduced 2005 purchase parts standards by $363,000 annually.

. Developed alternate supplier/part relationships generating a YTD

annualized standards reduction of $206,954.

. Created an electronic pull model to release material from suppliers based

on actual consumption.

. Positioned as a Lean Facilitator and 5S coach implementing initiatives on

manufacturing floor.

. Facilitated a structured and robust standards setting process.

. Absorbed entire roster of exiting Planner-Buyer portfolio.

. Integrated product lines from decommissioned manufacturing sites into our

Norwalk facility.

April 2003 - October 2005: Production Planner / Materials Buyer

Instituted statistical ABC analysis for both Make and Buy parts.

Established manufacturing Lot Size and Order Policy analysis yielding

10.5% increased efficiency and 8.5% increased productivity.

. Reduced 2004 purchase parts standards by $230,734 annually.

Reduced component inventory by $112,800 through developing supplier

maintained safety stocks.

Executed a 'purchase-complete' project representing an additional $49,000

of annualized savings.

Facilitated the institution and deployment of formal Master Production

Scheduling.

. Created integrated reporting, analysis, and decision support tools to

supplement a legacy business system. Deployed these to planners locally,

and at other business units, greatly reducing work content and

facilitating job execution.

Lake Erie Screw Corp: Lakewood, OH

October 1998 - April 2003: Steel Master Scheduler, Buyer, & Production

Planner

. Executed daily Master Schedule and Production Planning activities for

internal processing facility.

. Converted the Sales Inventory and Operating Plan into an annual budget

forecast.

. Evaluated and reconciled internal and external capacity constraints

applying the most cost-effective changes to internal capacity, staffing,

and related Make/Buy decisions.

. Developed and implemented an electronic Pull system for managing internal

raw material processing facility. Improved throughput and priority

control while reducing inventory requirements and stock-outs. Streamlined

process reducing administrative activities by 74%.

. Reduced 'old and slow moving' inventory by 65% through improved controls

and substitution analysis. Consolidated sizes, grades, and processing

requirements of materials saving $2,232,000 annually.

. Managed Engineering Changes throughout the supply chain.

1995 - September 1998: Tool Control Buyer/Planner Supervisor

. Developed a formal Supplier Analysis Program covering supplier selection

and evaluating performance in areas of delivery, quality, and cost.

. Created and implemented an independent demand forecasting system.

. Addressed capacity constraints with a outsource repair program, including

Vendor Managed Inventory.

. Integrated inventory, planning, and purchasing activities of an acquired

fastener company.

. Prepared performance evaluations, trained, and coordinated activities for

Tool Control Assistants.

1989 - 1994: Lead Tool Control Buyer/Planner

. Coordinated all tool and die repair requirements, managed inventory,

receipts, issues, and error reconciliation.

. Trained new hires in positions of Tool Control Assistants at multiple

sites.

. Developed and implemented a bar-coded radio frequency automated data

collection system.

. Created and maintained cycle count program with accuracy at 97+%

eliminating annual physical inventories.

. Created all departmental procedures and work instructions necessary to

obtain ISO-9002 certification.

Di-Rite Company: Lakewood, OH

1987 - 1989: Tool and Die Apprentice

. Set-up and operation: lathes, milling machines, surface and O.D.

grinders, hone, press, etc.

Accreditation, Education, and Professional Training

. 2010: APICS CPIM & CIRM Certification Maintenance renewal

. 2006: Cellular Manufacturing for One-Piece Flow; Bowling Green State

University Firelands

. 2006: Level Production & Kanban Systems; Bowling Green State University

Firelands

. 2005: Basic Lean Manufacturing Process Improvement; Bowling Green State

University Firelands

. 2005: Bargaining with Vendors and Suppliers; Rockhurst University

Continuing Education Center

. 2005: 5S for Operators (Lean Manufacturing) Training; ACMI

. 2005: APICS CPIM; Certified Production Inventory Management; Renewal and

Maintenance

. 2004: APICS CIRM; Certified Integrated Resource Management

. 2000: APICS CPIM; Certified Production Inventory Management

. 1996: Inventory Management - A managerial Perspective; MGI Management

Institute

. 1995: Better Buying; Keye Productivity Center

. 1993: Understanding Documentation and Auditing of ISO 9000 Quality

Systems; Quest USA, Inc

. 1991: Problem Solving Through High Performance Teams; Penn State

. 1990: Understanding the Tools of Statistical Process Control; Penn State

. 1990 - 1994: Cuyahoga Community College; Engineering & Technology

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