Project Manager Supply Chain

JACQUELINE LEVY JOHNSON

Email: ********@**********.***

Address:

City: Atlanta

State: GA

Zip: 30331

Country: USA

Phone: 919-***-****

Skill Level: Any

Salary Range:

Primary Skills/Experience:

An experienced senior level manager in business process improvement, lean & six sigma methodologies, large scale change management, training - instructional design and delivery, people leadership/high performing work teams and project management in FDA regulated businesses. Green Belt certified and adept at leading and working across multiple business functions in a global environment and with executive management. Outstanding process improvement, lean/six sigma implementation and change management and risk management skills, particularly in Consumer Packaged Goods and government regulated businesses -Developed and implemented a Quality Risk Model used to assess the risk control at 80 manufacturing sites across the globe. The output used for executive level strategic decisions as well as mid management operational decisions. Successfully lead the work culture shift of a silo based operating consumer goods company to a fully integrated computer system. Lead the transition of a traditional work force with very high tenure (avg. = 18 years) to a High Performing Work System in an acquisition facility. Developed and executed transition plans to move people, business and production to shut down a business to streamline operations and reduce total delivered cost. Designed, developed and directed a Health Care Medical Device QA department in a pharmaceutical related facility; Personnel plans that included providing a vision for individuals from four cultures to train, develop new systems, comply with FDA regulations, select leaders and deliver benchmark results in the shortest startup time possible. As an external consultant, lead other companies in operation improvements, lean implementation and operational change management implementation, including metrics development and lean project management; Green Belt certified. Excellent strategic planning and supply chain improvement, - demonstrated through consistent delivery of business results over several diverse assignments (SAP Implementation Team Leader, Process Engineering, Process and Packaging Departments, New Initiative Delivery, Capital Projects, QA and Materials and Supply Chain Management). Some s include: Executed manufacturing improvements to save over $3.5 million; Managed a 40percentage increase in operations reliability in two assignments while improving quality and personnel safety; Developed and delivered a strategy to meet P&G's QA goals and improve FDA compliance of a medical device relocation (from [

Educational Background:

High School Dipolma from Clemson University, Clemson SC 1/2001 to 8/1991 (Industrial Engineering)

High School Dipolma from Clemson University, Clemson SC 1/2001 to 12/2012

Job History / Details:

Professional Summary

An experienced senior level manager in business process improvement, lean & six sigma methodologies, large scale change management, training - instructional design and delivery, people leadership/high performing work teams and project management in FDA regulated businesses. Green Belt certified and adept at leading and working across multiple business functions in a global environment and with executive management.

Outstanding process improvement, lean/six sigma implementation and change management and risk management skills, particularly in Consumer Packaged Goods and government regulated businesses -Developed and implemented a Quality Risk Model used to assess the risk control at 80 manufacturing sites across the globe. The output used for executive level strategic decisions as well as mid management operational decisions. Successfully lead the work culture shift of a silo based operating consumer goods company to a fully integrated computer system. Lead the transition of a traditional work force with very high tenure (avg. = 18 years) to a High Performing Work System in an acquisition facility. Developed and executed transition plans to move people, business and production to shut down a business to streamline operations and reduce total delivered cost. Designed, developed and directed a Health Care Medical Device QA department in a pharmaceutical related facility; Personnel plans that included providing a vision for individuals from four cultures to train, develop new systems, comply with FDA regulations, select leaders and deliver benchmark results in the shortest startup time possible. As an external consultant, lead other companies in operation improvements, lean implementation and operational change management implementation, including metrics development and lean project management; Green Belt certified.

Excellent strategic planning and supply chain improvement, - demonstrated through consistent delivery of business results over several diverse assignments (SAP Implementation Team Leader, Process Engineering, Process and Packaging Departments, New Initiative Delivery, Capital Projects, QA and Materials and Supply Chain Management). Some examples include: Executed manufacturing improvements to save over $3.5 million; Managed a 40 percentage increase in operations reliability in two assignments while improving quality and personnel safety; Developed and delivered a strategy to meet P&G's QA goals and improve FDA compliance of a medical device relocation (from [

Core Qualifications

Results-oriented

Leadership

Operations management

Lean Six Sigma - Administrative and Manufacturing

Operational Excellence

Training and development

Budgeting

Strong Written & Verbal Communication Skills

Domestic and International Experience - Working across disciplines

Project Management

People Management

High Performing Work Systems

Change management

Computer proficient

Experience

12/11/2012 12:00:00 AM

Successfully co-led the integration of Operational Excellence methodology in the development a new global manufacturing quality risk model (risk management & regulatory compliance for 75 manufacturing facilities) commissioned by the President of Global Manufacturing Supply.

Planned and executed the change management aspects of the project.

Developed and led the selection process of the key business parameters indicating the state of risk management and regulatory compliance for FDA regulated sites.

Led the development of 6 key business parameters - definition, analysis and metrics, along with communication and change management efforts.

Effectively managed the integration of internal quality auditing results and information for use in the risk model.

Increased the standardization and cross functional alignment across multiple disciplines including Human Resources, Procurement and Manufacturing.

Overall results included

Improved risk assessment & mitigation plans.

Reduced FDA audit findings.

Improved utilization & Collaboration of over 30 internal data sources for assessing product quality risk

On time delivery of the 8 Pilot sites results plus a 3 phased

implementation of over 75 manufacturing sites

Approval by the corporate audit committee as the new corporate standard

Implementation & Integration of key processes and systems to drive sustainable, repeated & consistent results

August 2011 to Current

Power Partners, Inc Athens, GA

Process Improvement & Senior Project Manager

Work in conjunction with the leadership team to ensure initiatives with significant productivity, quality, capability and/or safety improvements are implemented with sustainable results and operating performance by using lean/ six sigma principles and solid change management principles.

Planned and executed a Kaizen Blitz to value stream map engineering, customer service and manufacturing areas that delivered a product leadtime reduction of 53 percentage (from 21 days to 10 days) and reduction in rework/errors by 41 percentage .

Established a system for calculating standard manufacturing time that allowed for variances in personnel attributable to job shop related work that lead to better product costing and improved plant floor adherence to standard.

Successfully led a key IT conversion project which resulted in improved quality defect detection and data capturing for defect elimination. Trained all personnel and created, as well documented, new processes. Personnel computer skills and moral was increased.

Leading a new product to market project team, from concept to production to market.

March 2006 to October 2010

GlaxoSmithKline Research Triangle Park, NC

Process Excellence Manager

August 2003 to July 2005

The Dial Corporation, a Henkel Company Scottsdale, AZ

SAP Implementation Manager-Corporate Organizational Change Management & Training.

Developed and executed the alignment and cultural shift change of the entire supply chain (from trade promotion planning to procurement to shipment to the customer) with the strategy, technology and processes of the SAP implementation.

Development and executed the project branding, the internal (steering committee, including CEO, CFO, Senior VP of manufacturing) and external (i.e. customers, suppliers) communications, development of performance measures, identification of staffing needs and identification of impacts for the entire U.S. based operations of 5 manufacturing facilities, 6 regional sales offices, all sales home offices and 7 distribution locations.

Successful led the training analysis, development and delivery for the corporate wide implementation of SAP.

The requirement was for a large scale transformation (1400 - 1500 people) of standardized processes, defined business rules, new technology and fully interdependent integration of business processes.

. Results included

Go-Live date delivered on time and within budget with personnel trained and prepared for the transition

Zero business interruption and/or impact to Go-Live date due to training

Elimination of redundant processes, synchronization of common processes and establishment of new practices

Bi-Weekly project status reports to the implementation steering committee, sharing key project deliverable updates and in process measurements

Monthly internal newsletters preparing the organization of the changes

Monthly business function update sessions lead by functional experts

Multiple external progress reports with key customers

Training delivered within budget, on time with all key deliverables met

Over 475 people trained per phase in 6 weeks with an average of 3 courses each across five geographical locations without any irrecoverable incidents. Developed 19 Dial tailored SAP courses with 14 developers in 4 weeks.

Lead user acceptance in the four affected business functions where six legacy systems were replaced

Within a 2-3 month period, lead completion of approximately 50 process maps, 20 focus groups, 10 risk analysis, 5 simulations and numerous work aids

March 2002 to December 2003

Change Partners, LLC Athens, GA

Senior Consultant - Lean Enterprises and Supply Chain

Led implementation projects, developed programs, designed new processes, coached individuals and trained companies in the areas of, with a guaranteed 3 to 1 return. Clients included Fortune 100 companies, primarily pharmaceutical and over the counter drug companies as well as manufacturing and service organizations. Skill sets used included:

Kaizen Blitz, lean manufacturing, analytical troubleshooting, and supply chain management implementation.

Six Sigma basics, balanced scorecards and operational improvement for quality and safety results.

FDA and cGMP adherence and improvement.

Change management, lean project management and administrative lean.

Inclusive management, particularly for women acting as a catalyst for empowering the entire organization.

High performing work teams, accountability, mentoring and employee involvement in decision making.

Workplace organization and safety programs, using 5S.

October 2000 to March 2002

Jacqueline Levy Johnson

Georgia Institute of Technology Atlanta, GA

Project Manager Project Manager - Specialty FDA regulated businesses & lean applications

Marketed and sold academic services for manufacturing and service-oriented applications.

Led small to medium size companies to improve their productivity, increase their profitability and provide better quality, at a 2 to 1 return by specifically:

Leading lean manufacturing implementation projects, balanced scorecard development, high performing work team establishment, supply chain management strategies and management coaching.

Leading the establishment of a solid cGMP and SOP based quality organization Working collectively with other agencies, such as Small Business Development Center, and companies to provide total service.

Developing and teaching classes in lean leadership, administrative lean and 5S workplace organization.

Led over 5 companies in the full implementation of lean manufacturing and interfaced with at least another 12-15 companies in some aspect of continuous improvement.

June 1991 to October 2000

Procter & Gamble Company Global Supplier of Toot Greensboro, NC

Various Supply Chain Roles with Increasing Responsibilities

Personal Health Care Materials Supply Manager (6/00-11/00)

Develop strategy and managed the capability of suppliers to assure zero business interruptions and quality product is delivered on time at the right quantity. Procurement responsibilities and achievements included:

Developing and aligning other disciplines on strategic plans for material cost savings, supply assurance and reduction in operation reliability impacts.

Leading and holding suppliers accountable for successfully troubleshooting root cause of quality, supply issues and supplier-scheduling performance.

Implemented an effective troubleshooting tool and reporting document for suppliers to report findings.

Identified and executed a $144,000 per year material cost savings project.

Crest Brand Technical Department Manager (4/99-6/00)

Managed and significantly improved the Dentifrice Packing Department process reliability results. through system improvements, team development and individual coaching (8 electrical technicians, 7 production lines, 3 filling technologies).

Managed the department to streamline work processes and absorb additional volume without adding headcount. Business results consist of:

Saved $600,000 annually in machinery and equipment maintenance budget through total productive maintenance implementation (progressive maintenance, autonomous maintenance, 5S) and total employee involvement techniques.

Saved $330,000 through improved operation reliability gains (84.2 percentage vs. previous year of 81.1 percentage )

Led a 50 percentage reduction in equipment breakdowns, through effective troubleshooting and driving solutions against root cause. Led a technical support/troubleshooting team at a major tube supplier to prevent off quality tubes, resulting in a 62 percentage reduction.

Changed department's culture to drive personnel improvements, specifically in the areas of accountability and attendance. Clarified and documented role responsibilities and work expectations to institutionalize change. Within four months, a 58 percentage reduction in absenteeism was delivered, while reducing overtime from 3.6 percentage to 1.4 percentage .

Technical Systems Project Manager (7/97-12/98)

Significantly improved the plant's ability to comply with FDA/cGMP facility requirements through creative funding strategies, well developed project management skills and applied knowledge of cGMP Facility Design Requirements. In addition, set direction for people systems by leading high performing work system growth through technician involvement and improving communication gaps.

Managed 3 facility upgrades totaling >$4 million, while delivering cost avoidance of $200,000 through excellent facility design.

Led 100 percentage completion of all QA outages from the previous year (up from 42 percentage ) and achieved 100 percentage compliance during the current year.

Developed and led a multi-functional team of utility, facility management, project management and health/safety personnel that set direction and managed the results for the entire organization. The team delivered $420,000 of its $1,3 million, 5-year savings goal during the first year.

Denture Adhesives QA Delivery Leader and QA Manager (1/95-1/97)

Direct responsibility for managing the Denture Adhesives quality organization (production/staff planning, incoming material inspections, product releases, cGMP compliance, safety and cost) and transitioning the operation from one manufacturing facility to another. A huge part of the responsibility was to design and construct a laboratory in Greensboro. Key achievements include:

Delivered all success criteria of this $14.5 million relocation project, including zero customer service impacts, within budget, no safety injuries and construction/startup completed on time.

Delivered benchmark QA results for a startup project, including 100 percentage methods verified, 100 percentage validations completed and 100 percentage documentation correct. Trained all personnel on equipment, procedures and manufacturing systems to enable a vertical start up.

Respiratory Care Manufacturing Engineer and Team Manager (6/92-12/94)

Direct responsibility for managing core operation (process, filling, casing and shipping), which included efficiency, quality and safety of 42 employees, 13 machines (3 pkg. lines), and two process technologies. Key accomplishments include:

Delivered at or better than target in primary result areas (process reliability, safety, quality and people management).

Successfully managed a $760,000 Repair and Expense Maintenance budget, to significantly decrease machine downtime.

Reduced scrap related to metal contamination by 70 percentage through the use of DOX and troubleshooting methods.

Executed a High Performance Work System to increase team effectiveness while eliminating a shift team.

Reduced scrap related to batch-to-batch variation through statistical process control and DOX.

Cough Drop Associate Procurement Manager (6/91-6/92)

Developed and managed sourcing strategy, supplier selection and ordering, while also delivering cost savings and efficiency improvements through materials. A budget of $18 million for raw and packing materials was developed and managed. Key results include:

Delivered $68,000 savings in materials process reliability gains through leading a cost reduction team composed of brand, package engineering and manufacturing.

Delivered material cost within budget, saving $126,000.

1/95 to 1/97

Jacqueline Levy Johnson

Denture Adhesives QA Delivery Leader and QA Mana

Direct responsibility for managing the Denture Adhesives quality organization (production/staff planning, incoming material inspections, product releases, cGMP compliance, safety and cost) and transitioning the operation from one manufacturing facility to another.

A huge part of the responsibility was to design and construct a laboratory in Greensboro.

Key achievements include:.

Delivered all success criteria of this $14.5 million relocation project, including zero customer service impacts, within budget, no safety injuries and construction/startup completed on time.

Delivered benchmark QA results for a startup project, including 100 percentage methods verified, 100 percentage validations completed and 100 percentage documentation correct.

Trained the Hatboro plant and newly hired personnel on equipment, procedures and manufacturing systems to enable a vertical start up.

6/92 to 12/94

Respiratory Care Manufacturing Engineer and Team

Direct responsibility for managing core operation (process, filling, casing and shipping), which included efficiency, quality and safety of 42 employees, 13 machines (3 pkg.

lines), and two process technologies.

Key accomplishments include: Delivered at or better than target in primary result areas (process reliability, safety, quality and people management).

Managed a $760,000 Repair and Expense Maintenance budget, to significantly decrease machine downtime.

Reduced scrap related to metal contamination by 70 percentage through the use of DOX and troubleshooting methods.

Executed a High Performance Work System to increase team effectiveness while eliminating a shift team.

Reduced scrap related to batch-to-batch variation through statistical process control and DOX.

6/91 to 6/92

Cough Drop Associate Procurement Manager

Developed and managed sourcing strategy, supplier selection and ordering, while also delivering cost savings and efficiency improvements through materials.

A budget of $18 million for raw and packing materials was developed and managed.

Key results include:.

Delivered $68,000 savings in materials process reliability gains through leading a cost reduction team composed of brand, package engineering and manufacturing.

Delivered material cost within budget, saving $126,000.

Education

8/91 Clemson University,

M.S Industrial Engineering

8/88 Clemson University,

B.S Industrial Engineering

Professional Affiliations

Board of Directors for Power Partners, LLC (a power transformer manufacturing company); Clemson University Women's Alumni Council; Clemson University Black Alumni Council; Board of Directors for Bryan School of Business and Economics; Center for Global Business Education and Research; The Leadership Consortium; Institute of Industrial Engineers; North Carolina Child Care Commission; Toastmasters; Challenge Greensboro Leadership Program; The Links, Incorporated; Alpha Kappa Alpha Sorority, Inc.; Alpha Pi Mu (Industrial Engineering Honor Society); Southwire Community Advisory Board; Athens Area Chamber of Commerce State Impact Committee and Women in Business Committee; Habitat for Humanity; Athens Women Build Committee; Association of Manufacturing Excellence (AME); 2004, 2006, 2008 AME Annual Conference Planning Committee

Additional Information

Awards/Recognition/Certifications

OE/Six Sigma Green Belt Certified; Scott Hawkins Leadership Institute Fellow (2010); Certified Analytical Trouble Shooting Trainer (Kepnor & Tregnoe); Progressive Maintenance & SMED Leader; Qualified Diversity I Trainer; Stellar - Benchmark Process Reliability Results (2000); Outstanding Achievement - Denture Adhesives Relocation (1996); Patricia Roberts Harris Fellow; South Carolina Incentive Fellow; Campbell Soup Scholar; Strom Thurmond Fellow; KPMG PhD Project Fellow (2001); Black Board of Directors Project (2004)

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