Lean Leader, Supply Chain Process Improvement, Operations Manager

Tina Nussbaum

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

Edgewood, KY 41017

Cell Phone – 859-***-****

Email Address – ***********@*****.***

Summary: Integral leader in 3 turnarounds in different industries. I am an emotionally intelligent change agent with

the courage to lead radical change, the passion to rally the masses and the tenacity to see it through to completion.

Utilizing a transformational leadership style, my high performance teams achieved results including a 175%

productivity improvement per man hour, 25% cost reduction and 400% increase in inventory turns.

Experience:

5/02 – 7/12

Champion Windows

Lean Champion – Assistant Plant Manager

Primary role was to meet strategic and financial objectives by analyzing and improving processes. Built a high

performance operations team and directed daily plant activities from order entry through product delivery.

Responsible for managing planning, scheduling and shipping personnel daily and acting plant manager or departmental

supervisor as needed.

• Created the vision for the ultimate lean value stream and developed a 4 phase plan to implement demand based

management and flow technology. Executed changes in 2 plants achieving similar results.

• Increased productivity per man hour 175% by creating work cells, assembly lines and improving product flow.

• Decreased lead time 75% and improved order fill rate from 80% to 99.8% by converting master scheduling

process to a pull system and developing flexible capacity between product lines.

• Improved inventory turns from 3to12 per year. Facilitated kaizens to implement point of use purchased parts

kanbans reducing material handling needs 50%. Reduced queues between operations 90% utilizing visual

controls for WIP. Eliminated the finished goods warehouse by loading trucks straight from the assembly line

making 30,000 square feet available for other manufacturing needs and reducing shipping associates by 60%.

• Performed an organizational analysis on the transportation company and led the reengineering effort to convert

single drivers to team driver un-loaders. This change maximized asset utilization, decreased lead time and

expenses at the installation locations.

• Created an intercompany team involving 3 plants synchronizing schedules to share truckloads improving freight

expense by 20% and improving lead time by 33% during the slow season

• Plant contact for 76 installation locations resolving special requests, quality, transportation and delivery issues.

• Plant won the Crystal Achievement industry award in 2008 for Most Innovative Plant and Manny Award in 2009

for Biggest Breakthrough.

11/98 - 10/01

Diversified Computer Consultants - March First - Whitman-Hart

Senior Oracle ERP Consultant

Functional consultant hired to help clients with stalled or failing ERP implementations identify and resolve issues.

• Studied 5 year business plan and identified areas where the tactical plans were not in alignment. Created

presentations for C-level leadership team to address inconsistencies.

• Reviewed processes and suggested solutions for improvement.

• Identified business requirements and matched to appropriate software functionality

• Created project plans to correct implementation choices that were not the optimal fit for the organization.

• Conducted high level training sessions in software, cost accounting and APICS CPIM certification classes

• Assisted in implementation of MPS, MRP, CRP, BOM, INV, GL, AP, AR and cost modules

6/92- 11/98

Esco Corporation

Continuous Improvement Manager

Primary role was to develop and lead a lean continuous improvement program implementing a demand pull process as

a model to be adopted throughout the organization. Program is currently utilized globally throughout the enterprise.

Managed IT, scheduling and inventory departmental teams.

• Analyzed financial statements and changed manufacturing strategy reducing plant costs by 25%

• Implemented a pull system based on lean and demand flow technology (DFT) reducing lead time 50%

• As a consequence of the reduced lead time company landed a contract increasing sales 24% the following

year

• Simplified operations reducing administrative support 27%

• Eliminated work in process warehouse reducing inventory by $750K

• Implemented sales and operations planning program.

• Prepared and facilitated an 8 hour seminar for the leadership team to teach lean principals and culture changes

required for adoption of the program.

• Worked with leadership team to scope future projects. Created an annual improvement plan which was

reviewed quarterly and updated as business needs changed. Prepared quarterly presentation outlining completed

projects and YTD savings. Performed audits to insure sustainability of completed projects.

• Gave presentations on the program to prospective customers and met with current customers to address their

business needs. An example outcome was a capacity reservation system reducing lead time to 3 days for 20% of

the business catering to emergency orders from construction sites.

• Project manager for kaizen events utilizing cross functional teams. Created project plans, scheduled

resources, defined required improvement tools and led project teams. Kaizen events included SMED, 5S, work

cells, kanbans and one piece flow. Led kaizen events in 2 other divisions to demonstrate process.

• Project manager for Oracle ERP implementation

Division Controller

As 1 of 2 Executives, I was accountable for both financial reporting and the financial results of the 2 year old division.

The division was a corporate experiment in matrix management and the only fabrication plant in a foundry enterprise.

Completed turnaround within 3 year timeframe set by the COO.

• Implemented accounting systems and procedures for startup operation.

• Created a financial model to develop budgets, 5 year business plan and long term capacity planning.

• Allocated overhead to product lines based on cost drivers and prepared a presentation for marketing teams to

explain significant cost changes.

• Indentified root cause of $1M inventory loss and corrected plant procedures to eliminate.

Highlights prior to 1992

Division Controller

Primary role was to turn around a failing maquiladora acquisition as part of a team of specialist. Division went from a

$6M annual loss to break even status in 8 months. I managed the accounting departments in US and Mexico.

• Analyzed financial statements by product line. Eliminated unprofitable product line that did not fit within

established marketing channels shutting down1 plant.

• Replaced auditing firm in Mexico and stopped rampant spending in plants

• Analyzed marketing channels, catalogue allowances and advertising expenses. Stopped spending for ineffective

programs based on ROI calculations.

Education

• MS Executive Leadership & Organizational Change, Northern Kentucky University

• BS Accounting, Northern Kentucky University

• Certified in Supply Chain Management (CSCP)

• Certified in Production and Inventory Management (CPIM)

• Six Sigma Black Belt – in process

Competencies: Lean Manufacturing, Operations Management, Materials Management, Six Sigma, Change Management, Enterprise Resource

Planning (ERP), Demand Flow Technology (DFT), Constraints Management (TOC), Process Excellence (PEX)

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