Project Manager Supply Chain

Bob Yenkner Higganum, Connecticut Tel. 860-***-**** *********@*******.***

RANGE OF EXPERIENCE

Thirty years of international hands-on Lean experience in consulting, manufacturing and operations, and

Lean training and development plans with focus in guiding and development of a multi-functional team in

effective implementation of Lean Practices. I am a high-energy, multifunctional individual able to deliver

cost improvement through implementation of manufacturing processes and enterprise cultural change. I

have a proven ability to develop influential and productive relationships at multiple levels within an

organization in multi-plant environments. I quickly demonstrate success in bringing about changes in an

organization via consensus building and possess excellent project management skills.

PROFESSIONAL AND BUSINESS HISTORY

Seconn Fabrication; General Manager & Manager-Lean Innovation Sept. 2008 – March 2009

Seconn is a family-owned, $10 million sheet metal fabrication job-shop that serves a wide range of

industries. Responsibilities include overall business operations and Lean strategy design/deployment with a

staff of 6 people. Key objectives included 10% revenue growth, Reduce operating costs by 10%, Improve

productivity by 20%

o Business process improvements completed include the establishment of a Return Material

Authorization review process, resulting in a 54% reduction in defects found by the customer;

organizational changes to build Team Leader skill sets & ownership on the shop floor; Cost savings &

productivity of $125,000 from revamping wasteful procedures in the office; Lean culture improvements

from workforce evaluation and training; and eight Kaizen events creating cells to reduce cycle time on

various high-volume parts by 66 – 80%; part of the team to deploy and receive ISO registration.

CONNSTEP, Inc.; Lean Manufacturing Specialist August 2007 to September 2008

CONNSTEP is a Connecticut based consulting firm that works with small to medium-sized companies within

Connecticut to stimulate manufacturing growth. Responsibilities included providing Subject Matter Expertise to

CONNSTEP in Standard Work, Facilitation Skills, and Change Management; Business Development, and Lean

Deployment and program design for client companies in both the office and the Shop floor. Key objectives included

delivery of $100,000 of services to clients, 90% client satisfaction; and CONNSTEP promotional activities in support

of business development.

o Projects include reduction of New tooling Lead time by 52%; Reduction of Set-up time on cable machine by

64%; and Reduction of Accounts Payable process time by 57%. Other activities include co-development and

delivery of a Lean curriculum for the State of Connecticut Community College system; lectures on Lean

Leadership to area businesses, and joint projects with other state supported business improvement companies.

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Celestica Corporation: Director, Global Celestica Lean Enterprise, February 2000 to May 2007.

Responsible for all phases of Lean programs in an $8 billion Electronics contract manufacturer to design, develop,

and implement at 10 EMS and Repair plants in North/South America. Activities include site-by-site improvement

planning/execution, budget management of (3) full-time professional staff, and program coordination with corporate

global initiatives. Key objectives include the delivery of cost savings per site equal to 1% of revenue, site self-

sufficiency in Lean practices, support of mergers/acquisition activities, integration of new sites, and product transfers

to other sites.

o Promoted from Senior Project Manager within 6 months to Director reporting to VP Global Operations; Provide

Lean deployment leadership and mentoring; Design and deliver customized Lean training to both Celestica and

supplier sites; Conduct site assessments for baselining improvement strategies; Develop deployment plans and

align with site needs/goals; Coordinate and develop Lean Transformation program based on Toyota Production

System at sites; Promote Office Lean processes; Develop and implement a process to measure and monitor

progress; Design and deployment of Six Sigma program; Program management for linking actions to

cost/benefits; Continuously benchmark internally and externally for best practices; Results include 2005 Shingo

Award Winner as Lean Sensei, First Pass Yield improvements of 30-60%, WIP reduction of 45-80%, Cycle

time reductions of 35-90%, and on-time delivery improvements of 25-60% to meet a $26 million per year of

savings group objective. Received Americas Regional Excellence Award; President’s Award for Performance.

PricewaterhouseCoopers: Principal Consultant, August 1999 to February 2000

Responsible for activities in the mid-market practice to support audit clients; design and creation of Lean

Manufacturing educational materials; leading PWC teams to assess client companies operating conditions and

implementing corrective actions.

o Trained two client company facilities in understanding and integration of Lean Concepts; Two-phased project

consisting of analysis of the current material replenishment systems and business measurements as Phase I and

implementation of corrective actions for Phase II.

o Senior Project Leader responsible for a process evaluation team at a Consumer Electronics company with

multiple sites to identify cost reduction opportunities in design and process.

Spectrum Management Group: Project Manager, February 1995 to August 1999

Responsible for various “hands-on” business improvement actions including new market development, introduction

and implementation of Lean Manufacturing Concepts at various companies. Project management actions include

client strategic planning, training of personnel in Lean Concepts, application of strategic improvement tools and

methodologies, workforce evaluation, and post-project audit.

o Improved cash flow by $2.0 million by forging a link from customer demand to the supply base; Developed

and implemented a plant-wide Lean strategy with an aerospace client to provide a 20% Assemble to Plan

improvement; Restructured a machining process to reduce cycle time by 25%; Conducted various training

courses on Lean Manufacturing skills to increase employee involvement; Assisted client management with the

transition from a functional organization to product team focus; Reduced manufacturing cycle time from 25 days

to 15 days by using Theory of Constraints methods; Improved on-time manufacturing performance at a client site

from 63% to 86% in four months; Supervised the selection, justification and implementation of a Finite Capacity

Software package.

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Black & Decker Corporation: Supply Chain Manager; Manager, Business Improvement;

Supervisor Operational Audit, April 1987 to February 1995

Responsible for the performance of six team members of a Fortune 500 Consumer Products company to manage

supply chain processes including Forecasting, Procurement, and the Deployment of $18.0 million of inventory. Also

responsible for new product introduction and the development of the worldwide supply base.

o Successfully managed the transition from a functional organization to focus business teams during Q1;

Improved service level from 89% to the goal of 96% through improved forecasting and inventory planning;

Reduced supplier lead-time by 50% on the top two suppliers; obtained commitment for 5% cost reductions yearly;

Developed and managed a division-wide strategy on excess inventory prevention which eliminated $8.0 million

excess; Member of the division President's operating committee and Global Product Development group.

Responsible for the improvement of a Fortune 500 Consumer Products company domestic and international business

performance through analysis and implementation of appropriate methodologies such as Just-in-Time, Design for

Manufacture, Kaizen, Total Quality Process, Supply Chain Development, Theory of Constraints, and Cellular

Manufacturing.

o Designed and facilitated the consolidation of two separate plants to save $2.0 million in operating expense;

Installed a quality assurance program utilizing line-stop concepts to reduce parts-per-million defects from 5,000 to

385 ppm; Reorganized the shop floor and management structure of a packaging facility using a product focus

resulting in improved on-time delivery from 65% to 98%; Supervised a Corrective Action Team of people from

the European Marketing and Manufacturing organizations to eliminate 50% of the non-value added time in the

packaging design process; Designed and presented a number of specialized training courses focusing on

Employee Involvement, Set-up Reduction, Administrative JIT, and Focused Factories for client companies and

their suppliers.

Responsible for the management of an audit team to conduct the evaluation of domestic and international business

performance through use of Benchmarking, application of appropriate methodologies such as Design for

Manufacture, Kaizen, Total Quality Process, Theory of Constraints, and Cellular Manufacturing.

o Reviewed division strategic plans for appropriate capital expenditures reducing payback from 1.5 years to 6

months; Identified and implemented a Kanban system to reduce inventory by 48%; Reduced operating expenses

associated with overtime costs by 21% through revised production planning methods; Avoided a $750,000 cost

for new a software system by conducting a needs analysis on the existing system; Trained new financial auditors

in operational audit methods.

Creative Output, INC. (Eli Goldratt): Project Manager, January 1983 to April 1987

Responsible for a number of divisions of Fortune 500 Automotive companies to provide on-site counseling,

management education/deployment of JIT concepts, Theory of Constraints, implementation of OPT software and

manufacturing process analysis; Assisted with the development of client strategic plans.

Parsons Diamond Company: Plant Manager March 1980 to January 1983

Responsible for all manufacturing activity in a $10 million diamond dressing tool plant producing abrasive wheels,

single/multi-point tools, and special electroplated products. Operations included production, engineering, purchasing,

material control and shipping.

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EDUCATION

BS Marketing & Business Administration, Susquehanna University, Selinsgrove, PA

Spanish-Fluent

PROFESSIONAL AND BUSINESS AFFILIATIONS

Association for Manufacturing Excellence AME)

2005 Electronics Supply & Manufacturing Editorial Advisory Board

Certified Shingo Award Examiner (Conducted multiple Shingo prize reviews)

Adjunct Professor for the Connecticut Community College system

Service provider (Teaching, Consulting) to Central Connecticut State University-ITBD

METHODOLOGIES

Lean in the Office Environment

Theory of Constraints (Bottleneck management)

Supply Chain Management

Continuous Improvement (Kaizen, SMED, Cellular Mfg., Total Productive Maintenance, etc.)

Kanban system design and deployment

Toyota Production System

TRAINING /APPLICATION SKILLS

Set-up Reduction, Cellular Manufacturing, Theory of Constraints, Presentation Skills, Team Building,

Supply Chain, Problem Solving, Communication, Demand Flow, Kaizen, Process Flow Analysis, Value

Stream Mapping, Lean Office design/deployment, Facilitation skills, Total Productive Maintenance

(TPM)

ARTICLES AND PUBLICATIONS

- Project biographies (summaries) for marketing materials

- Articles: Modern Machining;AME (Target magazine); Electronic Supply and Manufacturing

Magazine; Control Engineering Magazine; Celestica LEAN newsletter and corporate publications

- Reference Book: “Guidebook to a Lean Production System”

PUBLIC SPEAKING

AME Annual Conference Dallas 2006, Chicago 2007, & Covington (KY) 2009

3rd Annual Supply Network Conference: Lean Supply Chain design

Advanced Manufacturing Expo- Lean in an Electronics environment; Practical Lean for Small Companies

APICS (American Production and Inventory Control Society): Cellular Manufacturing, Theory of Constraints)

SIE (Society of Industrial Engineers): Just-in-Time Implementation, Process Improvement Methods

Connecticut Workforce Development Board

Manufacturers Advantage Conference 2007 & 2009

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