TODD R. HARRISON

**** * ****** **, ****** Rock, AR 72211 920-***-**** ac4cvk@r.postjobfree.com

A highly motivated, experienced professional with demonstrated skills in leadership, global supply chain, purchasing, operations, and master scheduling management. Certified Six Sigma Black Belt with proven track record as a change agent in both operational and transactional environment.

SUMMARY OF QUALIFICATIONS

Successful consulting assignment for Medicare/Medicaid provider; transactional based.

16 years experience in strategic planning, maintenance, supply chain, purchasing, logistics, 6 Sigma, Caterpillar Production System (CPS), supplier development and production management at Caterpillar Inc, Oshkosh Corp, Plexus Corp, MAG Giddings & Lewis, Webex Inc/Maxcess Intl, Kraft Heinz Company, Clearwater Paper Corporation, and consulting clients.

Success leading supplier development projects and improving delivery performance of a global supply base; to include experience in value stream mapping, pull replenishment, Kanban and Lean Manufacturing methodologies.

Certified 6 Sigma DMAIC Black Belt leading a wide array of projects to improve material availability, velocity, supplier improvements, improve safety procedures, etc with a reported annual financial benefit in excess of $5.5 million. Trained Caterpillar Production System (CPS) Black Belt.

Constructive leadership style that promotes empowerment, cohesion and sense of pride while supporting organizational objectives. Motivates teams to succeed.

14 years military experience leading personnel, managing logistics operations and budgets.

Experienced in warehouse and inventory procedures for items in excess of $28 million.

Analytical problem solver regarding efficiency, cost savings and productivity.

Quickly masters new tasks through motivation, dedication and the will to exceed standards.

Excellent communication skills, both oral and written.

Willing to travel and relocate. Speaks conversational Japanese and basic German.

PROFESSIONAL EXPERIENCE

Lean Deployment, LLC, Little Rock, AR 2016 – Present

President (Owner / Continuous Improvement Consultant)

•Served as a continuous improvement consultant for a Medicare/Medicaid MAC in Fargo, ND

oProvided strategic continuous improvement planning support to the Vice President of Audit & Reimbursement Division; establishing vision, mission statement, goals, and objectives.

oDeveloped, implemented, and trained leaders on performance metric management focused on quality, delivery, inventory, and productivity.

oGenerated 58 process maps identifying end-to-end value stream transformation opportunities.

oImproved process velocity by 43%, reduced transactional inventory by 32%, and optimized productivity metrics by eliminating non-value added tasks, resource deployment to support peak & trough demand periods across division, and training leaders to manage via metrics.

•Served as continuous improvement consultant for a Fortune 250 food processing organization in Little Rock, AR.

oResponsible for implementing a continuous improvement program for a food processing facility with 1,800 personnel, 6 further processing lines, and 6 ready-to-eat pack-out lines.

oUtilized lean and Six Sigma methodology targeting operational waste, dynamic process improvement, variance reduction, increased throughput, and optimized scheduling practices.

oDrove an increase in capacity of 12.7% through reduction of waste and process improvement resulting in increased annual sales of $18 million, optimized variance by reducing approximately 86 non-value added positions, increased material velocity through reduced setup/change over time by creating product families within scheduling system.

Clearwater Paper Corporation, Neenah, WI 2015 - 2016

Regional Black Belt (Departed For Personal Reasons)

•Led an enterprise level master scheduling project that drove the implementation of Centers of Excellence across eight (8) processing facilities; resulting in capacity growth of 26%, 15% improvement in OTD, and reduction of over $3.5 million in inventory.

•Provided Lean and Six Sigma training to enterprise Green Belt candidates.

•Coached, trained, and mentored 12 mid-west region Green Belts; three facilities and approximately 16 projects under management.

•Facilitated site level leadership team for three (3) facilities during the development of 2016 Strategic Performance Objectives based upon implementing Lean & Six Sigma principles; also generated strategic and tactical continuous improvement project opportunity funnels.

The Kraft Heinz Company, Fort Smith, AR 2014 - 2015

Continuous Improvement Manager (CI Department Eliminated Post Merger)

•Led a team of 4 continuous improvement engineers and one reliability engineer driving Six Sigma projects, kaizen events, supplier value stream mapping/transformation projects, 5S, TPM, and cost reduction initiatives; resulting in an annual savings of $7.5-$8.2 million against a target of $5 million

•Led 3 Supplier Value Stream Mapping/Transformation projects increasing manufacturing through put, reducing quality issues, and improving supplier on-time delivery

•Led Peanut Optimization Project focused on end-to-end value stream improvements; generating $1.2 million in annual savings, increased velocity, and reduction of quality issues

•Trained entire salaried workforce on principles of Lean Manufacturing and Six Sigma

•Developed opportunity funnel of projects based upon TPS model of People, Quality, Velocity, Cost

•Implemented MUDA Walks resulting in identification and elimination of 36 quick win initiatives

•Led four kaizen events resulting in approximately $1 million in increased capacity and process improvements driving increased velocity and reduction in quality holds.

Webex Inc / Maxcess International, Neenah, WI 2013 - 2014

Director of Global Supply Chain & Continuous Improvement (Eliminated Due To Merger)

•Responsible for all activities related to purchasing, quality, production scheduling, supply chain, and continuous improvement. Created each functional area from nothing; hired, trained, and established standards for each functional area across four manufacturing facilities; managed 11 direct reports and 8 dotted line reports located at other facilities.

•Implemented S&OP process to level-load sales forecast against capacity amongst several production facilities; improved OTD by 35% while increasing revenue stream by over $1.1 million.

•Implemented Daily Production Meeting based upon performance metrics review.

•Obtained ISO 9000 certification through creating & documenting standard work procedures.

•Developed manufacturing pitch release scheduling process; improved on-time delivery from 42% to 89% within six months while reducing Work In Process from $2.2m to $225k.

•Implemented Supplier Assessment tool; improved supplier on-time delivery from 62% to 93%.

•Negotiated supplier payment terms and pricing leading to a cost savings of over $325k.

•Implemented critical quality in-process inspection points; reducing rework hours from 7% to less than 2%; improving Labor Contribution Margin and EBITDA.

•Developed continuous improvement program based upon Lean & Six Sigma methodologies. Directed, chartered, or lead 16 kaizen events and 8 Six Sigma projects; improving production flow, 5S, transactional process improvements, and safety gains; leading to an increase in production output of 25% and a reduction of internal transactional process time of 7 days.

•Developed a cross-functional global supply chain team through establishment of training program.

•Developed organizational continuous improvement training program; to include Intro to Lean, Six Sigma, and Stakeholder training.

MAG-IAS Giddings & Lewis, LLC, Fond du Lac, WI 2012 - 2013

Director of Purchasing (Eliminated Due To Acquisition)

•Led a team of 12 Buyers responsible for an annual spend in excess of $180 million; both strategic and tactical buying responsibilities for heavy equipment machine tools and tooling.

•Developed a continuous improvement program focused on standard processes, personnel training, clearly defined roles & responsibilities, and performance metrics.

•Created Six Sigma project charters that drove an overall 8% reduction in material costs, supplier development initiatives that drove an increase in supplier delivery performance from 63% to 95%, and a multi-business unit project plan that shared best practices driving synergy between the organizations.

•Developed a Supplier Assessment tool utilized for supplier capacity analysis and supplier selection.

Plexus Corporation, Neenah, WI 2011 - 2012

Lean Sigma Champion, Plexus Corporation (Departed For Promotion)

•Responsible for fully implementing Lean and Six Sigma methodology into two electronic manufacturing facilities; to include Kaizen, Rapid Improvement Workshops, and Six Sigma Projects.

•Developed Intro to Lean Training, Yellow and Green Belt Training Programs for a site in excess of 1,300 employees. Charters and Certifies Six Sigma Green Belts.

•Manages in excess of 18 employees leading over 34 Six Sigma Projects with a forecasted annual value proposition in excess of $4.5 million in savings or cost avoidance.

•Implemented a Lean Culture driven by Tier Accountability Boards, elimination of waste, improved material velocity, increased profit margins, maximization of resources, and 5S.

•Led 6 Kaizen Events and 4 Six Sigma Projects increasing operating margins by 4%, Labor Contribution Margin by 8%, and capacity by 5%.

•Provides subject matter expertise to executive leadership team on all matters pertaining to Lean Manufacturing techniques, Six Sigma projects, and continuous improvement initiatives.

Oshkosh Corporation, Oshkosh, WI 2009 – 2011

Senior Principal Engineer, Global Procurement & Supply Chain, Oshkosh Corp

•Responsible for improving material availability of armored components from Plasan Israel to Oshkosh Corp in support of M-ATV from 220 door kits to 330 door kits per week; this 50% improvement was due to spending five (5) months on-site in Israel while identifying in excess of 85 quality, delivery, and scheduling related issues.

•Responsible for improving supplier delivery performance at Plasan Israel from 62% to 89% on time delivery rates; vast improvement reflects implementation of Lean Manufacturing, scheduling, and process efficiency improvements.

•Leadership ability and team building prowess is very evident by the results established with a diverse and international program team.

•Lead several cost reduction, process improvement, and material velocity supplier development projects in support of M-ATV and FMTV.

•Developed benchmarking of Caterpillar Inc QCLDM Program for implementation at Oshkosh Corporation.

•Served as subject matter expert and process partner for materials planning, logistics training development, purchasing process improvements, and Six Sigma project charters.

Caterpillar Inc., Motion and Power Control Division 2008 – 2009

Senior Supplier Development Engineer, Supply Chain Dept, Joliet, IL

•Responsible leading supplier development initiatives employing Lean Manufacturing, 6 Sigma, Caterpillar Production System (CPS), kanban replenishment concepts for 9 internal & external Caterpillar suppliers.

•Drives process improvement and efficiency measures that result in supplier delivery performance in excess of 95% and elimination of past due schedules; spending approximately 90% travel.

•Train supply base on the use of capacity planning tools, kanban replenishment techniques, Lean Manufacturing concepts & value stream mapping.

•Identify and overcome root cause for quality, velocity, safety or cost related issues regarding supplier performance. Facilitate management briefings to all levels of leadership at Caterpillar.

•Provides effective communication to all decision makers regarding the manufacturability of material, velocity to manufacturing points of use, and maintains performance metrics.

•Identify and overcome safety related issues within supplier facilities.

Caterpillar Inc., Mining & Construction Equipment Division 2001 – 2007

Certified 6 Sigma Black Belt, Supply Chain Planning Dept, Decatur, IL (2006 -2007)

•Responsible for leading 6 Sigma Projects related to material availability, supplier development initiatives, safety / ergonomic enhancements, increased velocity and elimination of waste.

•Lead LOHT Sub-Assembly that eliminated lifting injuries through the implementation of an ergonomically correct material delivery platform, reduced excess inventory in excess of $2.2 million through the creation and implementation of an electronic pull trigger application, and reduced the overall inventory footprint and material handling requirements by implementing a direct Point of Use Material Flow Plan.

•Lead an RFID Implementation Project at MCE. Once fully implemented within the facility, the value proposition is $1.8 - $2.2 million annual saving or cost avoidance due to elimination of lost or missing material.

•Lead a Supplier Value Stream Transformation Project for one of the most critically constrained suppliers of MCE. This project has improved material velocity, reduced critical material shortages and improved throughput of material within the supplier facility. Annual financial impact for improvements have been reported and validated in excess of $670,000

•Lead the Community Support Project for MCE Human Resources. This project has developed and implemented a standard process for requesting, approving and dispersing of funds to local charitable organizations.

•Lead an inventory reduction project that contributed toward the reduction of over $6 million in excess inventory through the development of standard management processes, process maps and value stream maps to regulate material flow.

Material Requirements Supervisor, Material Requirements Dept, Decatur, IL (2005)

•Responsible for Forgings, Castings and Sub-Contract Machining with an annual spend in excess of $180 million.

•Responsible for 14 Logistics Technicians who managed daily activities reference 85 global suppliers; to include material scheduling, inventory management, replenishment strategies, past-due follow ups, supplier delivery performance and providing the right part at the right place every time.

•Support and sponsor 6 Sigma Projects associated with material availability, velocity and supplier delivery improvements.

•Prepared and enforced Sarbanes Oxley Controls regarding inventory management and adjustments.

•Prepared a detailed training program to enhance Logistic Technician efficiency which lead to the reduction in past due schedules, missing parts in station, and exception reports while improving supplier delivery performance and material availability.

•Supplier delivery performance in the area of castings and forgings increased from a low of 22% to a recent high of 72%.

•Past due schedules were reduced from 310 to 66. Negative On Hands were reduced by 50% and Surplus Exceptions were reduced from 227 to 88 – an improvement of 61%.

Manufacturing Project Specialist, Supply Chain-SWOT, Decatur, IL (2004)

● Responsible for providing continuous flow of material for heavy fabrication areas of four products.

● Developed a proactive material tracking system that reduced line down components by 95 percent.

● Identifies interruption of material flow, performs first responder support, conducts root cause

analysis and long term resolution for the flow of more than 850 part numbers valued in excess of

$4.3 million.

Operations Supervisor, Differential Cell, First Shift, Decatur, IL (2003 - 2004)

● Lead supervisor for the Differential Cell responsible for the daily production of 18 machinists

and assemblers charged with operational requirements in support of four product groups.

● Developed a training plan to facilitate cross training; ensuring a multifunctional three shift

operations capable of providing quality parts to all product lines in a timely manner and reducing

scrap by 20%.

● Effectively coached, mentored and motivated team members to strive for excellence and

proficiency; improving differential availability from 65% to 95% on time delivery.

● Developed a proactive maintenance action plan increasing machine availability by 15 percent.

Operations Supervisor, Third Shift Machining, Decatur, IL (2002 – 2003)

● Managed the daily production requirements of 36 hourly employees; to include machinists,

assemblers and painters responsible for operational requirements in support of four product groups.

● Coordinated support requirements, managed inventory and scheduled man hours for 16 sections

accounting for approximately 15 percent of the factories operational requirements on third shift.

● Developed, trained and monitored inventory procedures increasing record accuracy rates to 95%.

● Actively managed maintenance availability improving operational readiness rates to 92 percent.

Plant Engineering Supervisor, Third Shift Maintenance, Decatur, IL (2002)

● Responsible for the daily management of 38 maintenance personnel; to include machine

mechanics, electricians, lubricators, toolmakers, machinists and vehicle mechanics.

● Coordinated the daily maintenance activity in support of full facility operations. Responsible

for maintaining over 245 machines, 16 automatic guided vehicles, cranes and hoists.

● Increased maintenance productivity by 28 percent through developing multifunctional teams.

Manufacturing Project Specialist, Motor Grader Assembly Planning, Decatur, IL (2001)

● Responsible for ensuring effective assembly line operations for motor grader product line; to

include processing engineering changes and establishing line procedures.

● Coordinated accurate parts requirements and third party distribution to assembly operations.

United States Army 1987-2001

Company Commander, Captain, Kure, Japan (2000-2001)

● Responsible for the training, welfare and mission accomplishment of over 358 soldiers,

Department of the Army Civilians and Japanese local national employees.

● Maintained 100 percent accountability of property valued in excess of $5.5 million

located at four geographically disperse locations on mainland Japan and Okinawa.

● Oversaw annual contractor support of over $1.6 million worth of fuel, office supplies,

and maintenance repair parts.

● Managed a $1.3 million operating budget; to include training, temporary duty, supply,

maintenance and operational funding.

● Performed duties as Chief, Administrative Division, responsible for all administrative needs and

information systems requirements within the battalion headquarters.

● Developed Standard Operating Procedures for the Supply and Maintenance Division resulting in

the receipt of the Supply and Maintenance Excellence Award from the Department of the Army.

Support Operations Maintenance Officer, First Lieutenant, Hanau, Germany (1988 – 1999)

Accountable Officer / Platoon Leader, First Lieutenant, Taszar, Hungary (1998)

Accountable Officer / Platoon Leader, Second Lieutenant, Hanau, Germany (1997 – 1998)

Senior Training Non-commissioned Officer, Staff Sergeant, Kaiserslautern, Germany (1993 – 1995)

Ammunition Section Sergeant, Sergeant, Kaiserslautern, Germany (1991 – 1993)

Ammunition Squad Leader, Sergeant, Fort Benning, Georgia (1990 - 1991)

Stock Control Clerk, Specialist, Kure, Japan (1987 – 1990)

EDUCATION

Master of Business Administration, University of Phoenix (2009)

Masters of Management, University of Phoenix (2007)

Bachelor of Science in Management, University of Maryland (1995)

Associate of Arts in Management, University of Maryland (1995)

TRAINING & CERTIFICATION

Caterpillar Production System Black Belt Training, Peoria, IL (2007)

6 Sigma Black Belt Training - DMAIC, Peoria, IL (2005); Certification Achieved (2007)

Certified 6 Sigma Green Belt, Caterpillar Inc, Decatur, IL (2003)

Imagine 21: Purpose in Life Facilitator, Caterpillar Inc, Decatur, IL (2003)

US ARMY LEADERSHIP TRAINING

Combined Arms and Service Staff School, Fort Leavenworth, KS (2000)

Combined Logistics Captains Career Course, Fort Lee, VA (1999 – 2000)

Ordnance Officer Basic Course, Aberdeen Proving Ground, MD (1996)

Officer Candidate School, Fort Benning, GA (1996)

Basic Non-commissioned Officer Course, Redstone Arsenal, AL (1991 – 1992)

Primary Leadership Development Course, Camp Jackson, Korea (1990)

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