Perry Wozney

Email: abp9ju@r.postjobfree.com

Address: **** ********* *****

City: Muscatine

State: IA

Zip: 52761

Country: USA

Phone: 563-***-****

Skill Level: Director

Salary Range: $140,000

Willing to Relocate

Primary Skills/Experience:

See Resume

Educational Background:

See Resume

Job History / Details:

PERRY J. WOZNEY

2438 Sunflower Ridge * Muscatine, IA 52761 * Cell 563-***-**** * abp9ju@r.postjobfree.com

OPERATIONS & SUPPLY CHAIN EXECUTIVE

Results-focused executive leader and effective change agent with twenty-five years of experience in strategic planning, new product development, lean management, culture change, lean production systems, global logistics, customer service and manufacturing processes. Market exposure includes agriculture, wind energy, office furniture, juvenile products, high volume consumer products, heavy-duty vehicle, industrial controls, appliance and medical devices. Areas of Expertise:

* International and domestic supply chain development

* Lean and Operational Excellence tools

* Financial identification of the low-cost-country

* Maximization of company assets and risk mitigation

Kinze Manufacturing, Inc., Williamsburg, Iowa 2011 to 2012 A $350+ million global designer, developer and manufacturer of agricultural equipment.

Director of Supply Chain Management: First execute at Kinze to focus on supply chain supporting the strategic focus on new product and lean systems. Led the supply chain transition to support cellular manufacturing transformation and expanding global demand.

.

* Drove the required culture and system changes with -pull- and -one piece flow- material management systems for the cellular transition of 50% of Kinze products. Performed 3 week blitz which yielded 95% output improvement.

* Implemented and led multiple cross-functional teams to address production, communication and customer service improvements. Standardized S&OP, production, shipping and capacity planning meeting structures.

* Key developer of product development, bill of material and engineering change protocol to improve product integrity.

* Led all strategic and tactical aspects of the supply chain from planning, procurement, material handling to logistics.

* Implemented standard work of month closing and shipping metrics. Improved cash-flow and reduced WIP by 20%.

Acciona Windpower North America, West Branch, Iowa 2008 to 2010 A $4 billion global leader in development and management of infrastructure, components/services in renewable energy.

Director of Strategic Procurement & Logistics: Led sourcing, logistics and post-sales service support. Integrated systems and policies effectively utilizing ERP to support global initiatives. Optimized supply chain by establishing procurement standards, global supplier relationships, component strategies and logistic network. Created inventory control, business development quoting template and allocation tools.

* Developed cross-functional -Tiger Teams- to aggressively approve domestic suppliers requiring certification to meet required standards and traceability (approval time +58%). Implemented supply chain management system inclusive of policies, procedures and staff to meet quality and growth goals while reducing costs and improving profit margins.

* Created domestic supply chain options required to hedge against currency threats, transportation costs, import costs and leverage Best Total Cost to support spend of $600MM in materials and $200MM in transportation and services.

* Improved domestic component sourcing options from 31% to 70% in 18 months via aggressive NA development.

* Developed link between business development and operations to assure best transport cost, delivery and lead time by integrating sourcing optimization, major component allocation and transportation costs.

* Attained 100% compliance to new 10+2 customs` codes by coordinating global 3PL.

The HON Company, Muscatine, Iowa 2005 to 2008

A $1.3 billion global developer and lean manufacturer of all key categories of the commercial office furniture market.

Vice President of Strategic Procurement: First leader of a newly formed centralized strategic procurement organization within HON. Responsibilities included strategic development of commodities, goal and policy development, supply chain and enterprise integration to assure robust global supply chain, cost competitiveness and flawless new product release.

* Managed annual spend of $500MM ($400MM in components and raw materials, $100MM in finish goods.)

* Rationalized 650 suppliers to 400 key in 3 years (10% international) and drove $15MM annual cost savings.

* Led DPO program which improved from 17 to 38 days in two years resulting in $5.3MM cost savings.

* Directed team of 15 in USA and 29 in Asia to support the supply chain for The HON Company`s 8 manufacturing sites. Areas of focus: Cost savings, new product support, supplier & technology development, contracts, quality systems, financial analysis and global logistical support required by the New Product Road.

* Coordinated development in APQP, price increase & RFQ protocol and supplier productivity programs.

PERRY J. WOZNEY

Newell Rubbermaid, Inc. 1996 to 2004

A $7.7 billion global manufacturer and full service marketer of branded consumer products targeting volume purchasers.

Graco Baby Products, Exton, Pennsylvania 2002 to 2004

A $450MM division of Newell Rubbermaid which produced juvenile/baby products in all global markets. Graco was privately owned until 1997, when it was sold to Rubbermaid. Graco spent the next two years under a formal corporate protocol and constant restructure until Newell purchased Rubbermaid in 1999. Newell infused another new management team, restructure and philosophies.

Vice President of International Operations and Supply Chain (2002-2004) Responsible for strategic development and implementation of forecast, procurement, logistics and planning functions to meet demands/needs of customers.

* Managed relationship of strategic partner (and captive supplier) in Asia who produced 72% ($190MM) of our products. Assisted in product design, product development, asset management and maintained a -perfect- quality record. Purchased $210MM ($175MM in FG`s, $25MM in components, and $10MM in raw goods).

* Directed team of 25 in Asia (Taiwan, China and Singapore) to support new product development process for 4 Global regions - North America, Europe, Central & South America and Asia-Pacific. Areas of focus: project management, manufacturing, supplier development, quality, supplier certification, global resource planning and logistical support.

Vice President of Global Procurement (2002) Responsible for development and implementation of an effective global purchasing team whose focus was to drive 5% year-over-year productivity, increase our DPO to >60 days, reduce lead-times, embrace a continuous improvement quality mentality and deliver service level >99%.

Rubbermaid Home Products - RHP, Wooster, OH 1999 to 2002

A $1.2 billion division of Newell Rubbermaid which produced houseware, insulated, cleaning, garden and storage products acquired by Newell in March of 1999.

General Manager - Mexico - Newell Rubbermaid (six month assignment.) Directed entire Newell-Rubbermaid business unit in Mexico during turn-around period. Responsibilities included P/L, strategic development and tactical implementation. Restructured sales, marketing, finance, supply chain, logistics, manufacturing, quality departments to maximize synergy of multi-divisional business unit of Home Products, Little Tikes, Eldon Office and Intercraft.

Director of Operations - Seasonal Products - RSP (2000-2002) RSP (Rubbermaid Specialty Products) was a $250MM segment of RHP, manufactured in the Winfield, KS plants and Centerville, IA plant. Responsible for total operations and strategic business development of RSP.

Operations Manager (1999-2000) Rubbermaid - Winfield produces $162 million in insulated coolers/ water containers, storage cabinets and hardware products. Managed business operations and P&L of two Winfield plants. Reports included engineering, production, distribution, materials, technical services and quality. Managed budget for 1000 employees, 100 machines and assembly. Managed $21MM (1.1MM sq ft) facility and facility upgrade in 2000.

Newell Office Products, Madison, Wisconsin 1996 to 1999

A $272MM division of Newell Rubbermaid serving the computer accessories and information management markets.

Roles: Plant Manager and Manufacturing Engineering Manager

Eaton Corporation, Federal Mogul and Raytheon (Speed Queen) Watertown and Ripon, Wisconsin 1986 to 1996

Roles: Production Manager, Manufacturing Engineering Manager, Plant Superintendent, Materials Engineer and Project Engineer.

Education: Milwaukee School of Engineering, Milwaukee, Wisconsin 1988-1991

Master of Engineering Management (All but Thesis) GPA: 3.64/4.0

University of Wisconsin - Milwaukee, Milwaukee, Wisconsin 1986

Bachelor of Science in Materials Engineering

PERRY J. WOZNEY

Highlights of Accomplishments

Supply Chain

Forecast

* Implemented Sales-Ops Meeting format & structure. Results: Forecast improved by 30 days - 50%, 60 days - 17%, 90 days -26%. Inventory $`s reduced by $16M (31%), expediting costs reduced by 40% and Customer Service improved 92% to 98.8%. (Graco)

* Organized Sales & Operations meeting format to establish sales accountability and maximize operational opportunities. Net Result: Matched forecast to the capacity/capabilities that increased both top line sales and customer service.(Kinze and RubMaid-Mex)

Procurement

* Led Kaizen event on payment discipline/system with accounts payable. Results: Defined standard work for sites and software program required to assure MRP terms were paid at correct contract terms for all suppliers and sites.

* Drove cost savings projects of $14.6M and $15.4M in 2006 and 2007 at HON.

* Implemented a supplier development program focused on productivity, DPO, lead-time, quality and service. Implemented a certification and auditing program for Asian suppliers to meet quality and compliance requirements.(Kinze, Graco and HON)

* Led Suppliers Summits to share vision, core values, supplier requirements and alliance meetings. (Kinze, Graco and HON)

* Improved DPO from 18 to 62 days at Graco and 16 to 41 days at HON (both in two years). Results: drove ($29M) working capital.

Logistics/ Customer Service

* Led supply chain team which developed international 3PL. Results: Consolidation of freight and improved tracking system saved $2M and increased freight visibility leading to timely production planning and more accurate customer dates.

* Developed Graco`s Logistics Strategy to match the global manufacturing footprint. Coordinated the development of a 300,000 sq ft warehouse in southern California with a FTZ (free trade zone), rail access and on-site Customs Clearance. Implemented PkMS (warehouse management system) in our California and Ohio warehouses. (Graco)

* Improved Distribution efficiency by 100% (metric used was $ shipped/ associate equivalent) while reducing operating costs by eliminating all outside warehouses. (RubMaid-Mex)

* Improved service levels of

Lean & Operational Excellence

* Successfully led effective implementation of our OPEX (operational excellence) tools on a global level. These included Kaizen, Lean, SPC, 5S, visual factory, one-piece flow, TPM, VSM, etc. Net Result: 2.1% GM increase in 2003. (Kinze, Graco and HON)

* Maintain and optimize the Supply Chain for each region in customer service, procurement, logistics, quality and inventory support. Utilized VSM - Value Stream Mapping to define this legacy system and remove redundant steps. Net result: Improved lead-time by 14 days from Asia to our Mexican factory. (Kinze, Graco and HON)

* Led both Domestic and International Operations from Feb 2003 until Oct 2003. Net Result: Finished the consolidation of four plants into two, refined and implemented capability/technology improvements and completed management upgrade. (Graco)

* Implemented a foundation of empowerment and Lean Manufacturing Tools through daily production meetings, key metric monitoring and functional team meetings.(Kinze and RubMaid-Mex)

* Drove cost savings projects in 2000 of $5.2 MM and defined 2001 projects in the amount of $5.0 million.(RubMaid-US)

* Improved several key metrics from 1999 to 2000. (RubMaid-US) Net results: 1. Turnover decreased from 47% to 28%

2. Labor Efficiency improved from 89% to 107% 3. Safety (OSHA recordables) improved from 14.5 to 11.3

4. Scrap decreased from 3.1% to 1.8% 5. Improved factory burden rate by 20% during a sales drop of 25%

* Turnover was improved by 44.6% from 1997 to 1998 Net Results: Reduced training dollars and established a more effective work force in a job market with less than 1% unemployment.(OfficeProd)

* Scrap was reduced from 6.9% in 1997 to 5.7% in 1998. Net Result: ~$78,000 improvement to the bottom line.(OfficeProd)

Leadership

* Established key success factors for each functional area, evaluated the personnel and implemented plan to improve bench strength. Net Result: Instilled much needed -accountability- attitude driven by objectives and goal attainment.(RubMaid-Mex)

* Selected as a member of the office/factory steering committee to develop 26 self-managed work teams. Performed Taguchi design of experiments, utilized FMEA'S, reorganized the SPC system in mold room. Net Result: Reduced total scrap by 7%.(Eaton)

Quality

* Created APQP program/training/integration plan for new products and margin improvement projects (Kinze and HON)

* Developed QIP (quality in process) process that assured compliance to control plan and -Key Characteristic List.-(OfficeProd)

* Steering Team member for QS-9000 implementation. Completed 1st tier of documentation for QS-9000 certification.(FedMog)

* Implemented supplier development program for new and existing suppliers (Kinze, HON and Graco). Program consisted of supplier survey, quality audit, corrective action protocol, contracts, alliance meetings, scorecards and commodity dashboards.

Product Development

* Led one -New Technology- development team for the Vice President of R&D. Responsible for the team`s successful establishment of a new innovative new manufacturing system to produce vacuum-extruded cabinets.(RubMaid-US)

* Participated in the development of product/product family branding campaign team for the development. (RubMaid-US)

Contact this candidate