Six Sigma Supply Chain

Eric Hinton

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

Address: **** ******* **** #**

City: Florence

State: SC

Zip: 29505

Country: USA

Phone: 843-***-****

Skill Level: Director

Salary Range: $150,000

Willing to Relocate

Primary Skills/Experience:

See Resume

Educational Background:

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Job History / Details:

ERIC W. HINTON, MBA

2384 Freedom Blvd #C4, Florence, SC 29505, 843-***-****, ****.*******@*****.***

Operations and Supply Chain Executive

Supply Chain Executive - Utilizing Lean and Six Sigma tools to formulate improved processes to drive operational excellence

LEADERSHIP BRAND

Accomplished executive with a successful history of leading operations and teams to achieve increased contribution margins and productivity. I have led or participated in over 60 kaizen events demonstrating my record of utilizing lean and six sigma tools to formulate improved processes for operational excellence and deploy leading edge solutions for engineering and manufacturing. Team player with the ability to create a vision, articulate it to a diverse group of individuals, and deploy it companywide all while fostering energy and enthusiasm at all levels.

NOTABLE CONTRIBUTIONS

Generated 15 % conversion cost productivity, resulting in $3.65 million in savings and reduced working capital by 16% while improving inventory turns from 6.1 to 12.5.

Developed cost reduction strategies which included cellular engineering focal leaders, redesign for manufacturing and kaizen events to generate over $900K in annual savings.

Managed Sourcing Organization - fulfilling purchasing commitments with overall annual buy of $650 million while generating 13% deflation across entire global supply base.

Improved business to double digit growth on a startup company every year since the companya(tm)s inception. Business grew from $0 to $1.4M, $10.3M and $18M in each of the first 3 years

LEADERSHIP STRENGTHS

Strategic/Tactical Planning, Cost Reductions, Lean Manufacturing, Team Building, Six Sigma,Technical Management, Budgeting, New Product Introduction, Multi Industry Manufacturing, Goal Setting and Consensus Building, Union/Non-Union Management, Supplier Relationship Management, Project Management, P&L, Government Relations, Diversity, Board Level Presentations and Relationships

CAREER SYNOPSIS - EXPERIENCE / PERFORMANCE

General Electric Healthcare, Florence SC: GE Healthcare a division of General Electric (GE). It employs more than 46,000 people worldwide and revenues of over $17 billion. GE Healthcare has a range of products and services that include medical imaging and information technologies, medical diagnostics, patient monitoring systems, drug discovery, and biopharmaceutical manufacturing technologies. The GE HCS -Florence consists of 420 employees with responsibility for engineering, manufacturing and distribution of all of GE MRI systems worldwide.

General Manager, HCS - Florence, 2012 - Present

Tasked with improving on time delivery, reducing costs and inventory. Organization consisted of 420 employees, 14 direct reports.

Reduced inventory by $6.4M while improving on time delivery from

81.5 % to 92.7% in one year.

Initiated a vendor owned material consignment plan which reduced shop supplies cost by 18%, resulting in $2.45M in savings.

Introduced Project Eclipse as the operating / lean platform to transition to a moving flow line - overall goal of cutting inventory and cycle time by 50% in 2 years.

General Electric Aviation, Cincinnati, OH: GE Aviation a division of General Electric (GE). It employs more than 37,800 people worldwide and revenues over $19 billion. GE Aviation is the world's leading producer of large and small jet engines as well as aviation systems for commercial and military aircraft. They also supply aircraft-derived engines for marine applications and provide aviation services. Venture Aerobearings located in Charleston, SC is a joint venture between GE Aviation and SKF.

GE Aviation: Sourcing Leader -Supplier Development, 2011 -2012

Tasked with increasing supplier base with focus on diverse suppliers and locations without a GE presence.

Implemented Supply Symposiums which brought potential suppliers together through collaboration with State Economic Development and University partnerships. Conducted over 12 symposiums resulting in 21 new suppliers to GE Aviation.

Improved supplier diversity program by creating mentorship program for minority, woman, and veteran owned businesses. This program resulted in 3 new diverse suppliers being added to GE Aviation supplier base.

GE Aviation: President / General Manager -Venture Aerobearings LLC, 2008 - 2011

Tasked with the startup of JV between GE Aviation and SKF to produce mainshaft engine bearings.

Coordinated all startup activities from leasing agreements, government incentives / regulations, and plant and equipment selection - initial investment was $32M

Defined and wrote all supplier terms and conditions agreements as well as establish a supplier rating system for performance and quality evaluation. Reduced initial raw material costs by 47% within 3 years.

Initiated High Performance Work Teams - organization of individuals, functioning as a team committed to meeting both internal and external customer requirements, utilizing Lean Six Sigma and cutting edge technologies. Incorporated cultures of both GE and SKF into a seamless company

GE Aviation: Sourcing Leader - RPCOe, 2006 - 2008

Tasked with improving OTD from supply base which was operating below 85% as well as increasing year over year deflation which was at 4% the last 2 years. Organization comprised of 45 salaried employees and 4 managers.

Collaborated with materials and operations teams to ensure smooth material flow using MRP and demand planning system, across entire supply chain. OTD for supply base increased to over 95%

Managed supplier quality and technical integration of design changes via process/cost improvements across global supply base. NPI tollgate targets were 100% on all engine programs for all suppliers.

Negotiated LTA's with strategic suppliers to achieve cost and delivery objectives, resulting in 11% and 14% deflation respectively, each year during my tenure.

GE Aviation: Business Leader - CFM56 Engine Assembly, 2003 - 2006

Tasked with improving direct labor productivity which was at zero (0) the last 3 years, reducing expedited transportation cost and improving OTD from 73%. Organization consisted of 195 employees, 12 salaried, 183 UAW hourly employees.

Introduced pulsed flow line which reduced manpower by 41% and associated inventory by $9.4M with cycle time reducing from 17 days to 9 days. Direct Labor Productivity (DLP) increased to 13%.

Utilized MRP and demand planning system to develop overall production plan with true pull system demand management. Expedited shipping charges were reduced by 77% by 2005.

Implemented the manufacturing plans utilizing Six Sigma and Lean Manufacturing processes to achieve business goals and metrics. Focus was on looking at the entire value stream (engineering, materials/planning and manufacturing). In year 2005, generated $1.4M in savings on 55 Six Sigma projects.

GE AVIATION: BUSINESS LEADER - OEM ENGINEERING, 2001 -2003

Tasked with improving cost reductions on both NPI and legacy engine programs. Organization consisted of 14 salaried engineers.

Provided leadership and technical direction for assigned program tasks and personnel. This included initial design and program review of configuration hardware on GEnx, CF34-10 and GP7200 engine programs, ensuring over 90% tollgate delivery.

Maintained broad awareness of efforts within group to assure technical requirements, quality excellence, timely completion of work and reviews, appropriate use of resources, and responsiveness to customer/program needs.

Prior Employment: GE AVIATION - BUSINESS LEADER OEM OPERATIONS, GE AVIATION -CELL LEADER, Eaton Aeroquip Corporation, Jackson MI - Cell Leader, Eaton-Aeroquip Corporation, Jackson, MI - Design Liaison Engineer

EDUCATION

MBA, Xavier University, Cincinnati, OH, 2004

BS, Aircraft Engineering, Embry-Riddle Aeronautical University, 1992

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