Supply Chain Mechanical Engineering

MICHAEL A. BUTTON, P.E.

**** ****** *****, ********, ** 48116

H: 810-***-**** C: 810-***-****

*********@*****.***

Results driven Operations / Supply Chain Executive with over 15 years experience across

operations management, corporate strategy, and supply chain design & development. Seeking a

senior management level position that utilizes my extensive management experience and allows

me to leverage my strong leadership, business analysis, and continuous improvement skills.

CORE COMPETENCIES

Project mgmt., business analysis, mergers & acquisitions, financial modeling, process modeling,

network design, inventory stratification and control, cost control, problem solving, 5S, AIW,

DMAIC, KPIs, balanced scorecard, manufacturing, MRO purchasing, engineering, and safety.

EXPERIENCE

2009 – Present

Supply Chain Analytics Consulting, Brighton, MI

Owner / Principal

Strategic consulting partner for Logistik-Management-Service Logistik-Monitoring-Systeme

ThyssenKrupp Materials N.A. (TKMNA) – Corporate, Southfield, MI 2004 – 2009

Senior Manager Supply Chain Design

Led a network optimization and review project across multiple operating divisions that

closed down 2 branches with a projected annual cost savings of $5M.

Designed and led implementation of new inventory stratification and control process that

reduced inventories by over $100M in six months.

Developed and led strategic review process for deployment of 35,000 SKUs stocked across

43 branches. Over 4,000 actions items were taken which dramatically increased customer

service, reduced internal transportation costs by $1M, and reduced inventories by $5M.

Increased process cycle efficiency of largest and busiest cut-to-length line from 5% to 10%

by redesigning packaging operation. Lack of demand limited further improvements.

Managed due diligence of four acquisition targets, two of which were purchased. Worked

closely on valuation models and contract negotiations. Discussions on the other two were

terminated due to strategic issues uncovered during due diligence.

TKMNA – Specialty Steels Division, Carol Stream, IL 2002 – 2004

Vice President Operations

Managed 6 operating facilities covering 200,000 sqft and employing 90 people. Responsible for

production planning, scheduling, MRO purchasing, safety, quality, productivity, cost control, on-

time performance, and inventory.

Improved on-time performance by 15% at largest warehouse through the development and

implementation of a new scheduling system and production planning process.

Increased productivity by 10% through implementation of lean manufacturing principles.

Reduced spend by 15% for saw blades and eliminated all inventory by implementing a

consignment stocking program with a single vendor.

Secured MRO cost savings in uniforms, safety supplies, and packaging supplies by

consolidating spend, standardizing contracts, and qualifying new suppliers.

MICHAEL A. BUTTON, Page Two

TKMNA – TMX Aerospace Division, Kent, WA 2001 – 2002

Director Operations

Managed 3 operating facilities covering 250,000 sqft and employing 150 people. Responsible

for production planning, scheduling, MRO purchasing, safety, productivity, cost control, and on-

time performance.

Led reduction of work force from 150 to 97 while shipping on-time at > 99%.

Eliminated $200,000 a year in external storage costs by redesigning receiving processes.

Increased plate cell productivity by 20% through accelerated improvement workshop. Gains

came from reducing wait time by better balancing work loads.

Increased average plant productivity ~40% a year through utilization of standardized staffing

models and productivity metrics and the adoption of lean manufacturing techniques.

Lowered operating costs through development and implementation of monthly cost reports

and annual operational review process.

Reduced injuries 40% through implementation of focused safety program.

1999 – 2001

BAIN & COMPANY, INC., Chicago, IL

Consulted with Fortune 500 companies on strategic, financial, and operational initiatives

Profit Hunt, $9B Commodity Producer: Led four-member team in developing methodology

to turn around under-performing plants. Used methodology at three separate operating

facilities to identify growth opportunities and cost savings projected to add $3M in EBIT.

Growth Strategy, $900M Consumer Data Provider: Managed business development team

responsible for defining market opportunity to expand into rapidly-growing Customer

Relationship Mgmt. services market. Led qualitative analysis of client capabilities and

determined external expertise was required to compete effectively and rapidly scale business.

Growth Strategy, $9B Commodity Producer: Led two-member team in determining low-

cost production method for new product. Recommended installing new equipment in

existing facilities. Client stopped construction of new plant.

Growth Strategy, $700M Industrial Products Distributor: Assessed organic growth

opportunity in industrial valves market. Determined client lacked technical expertise to

compete so recommended either partnership with or acquisition of a specialty house.

Acquisition was under negotiation at case end.

1990 – 1997

Dow Chemical, Midland, MI

Various Mechanical Engineering, Project Management, and Plant Operation positions.

Concurrently led and supported the design and construction of multiple capital projects

ranging in size from $100K to $23M. Responsible for developing budget, project schedule,

and staffing requirements. Generated monthly status, cost, and schedule reports.

Coordinated design efforts and cultivated teamwork across multiple engineering disciplines

and designers (Chemical, Civil, Electrical, Instrument, and Mechanical).

EDUCATION

MBA with Distinction, Harvard Business School, 1999

BS in Mechanical Engineering, Purdue University, 1990

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