STEPHEN J KUHN

*** ******** **. ********* ** ****2

Cell: 317-***-**** ac6txj@r.postjobfree.com

Director of Supply Chain Management

Supply Chain / Process Improvement / Materials Management

Supply Chain Manager with extensive experience in Lean Manufacturing, World Class Manufacturing and team building, specializing in materials, purchasing, production and inventory control. Experience includes: operation management, process improvement, ERP, Supply Chain / Materials Management, Machine Shop / Fabrication, and computer skills.

An excellent team builder who believes in visual and personal communication for highly motivated teams. Have setup and streamlined manufacturing operations in growth and turn-around, union and non-union environments within domestic and international, single and multi-site settings. Affected bottom line through World Class and Lean Manufacturing techniques, ISO9001 quality systems, and company-wide re-engineering. Expertise supported by Bachelor’s degree in Computer Information Systems and a Master’s degree in Business with emphasis in Organizational Behavior. Certified Production and Inventory Control from APICS, CPIM.

Brunswick Corp. Sea Ray TL 01/2017 to Date Vonore, TN

Manufacture of sophisticated sport boats, cruisers and yachts. $4.5 Billion in Sales

Process Improvement Manager, 4 plant change management and continuous improvement responsibility

Established a three-year plan on implementing Lean Six Sigma in the Telico facilities

Lead the Small Parts building to 98% on time delivery from 60% in 2 months

Implemented Point of Use Storage for Fasteners and Misc. parts

Outsourced bottleneck operation to sister division to improve throughput and available space.

Value Streamed Mapped the entire operation to begin the Lean Journey.

Implemented Vending Machines in Assembly operation to reduce supervisor’s time and efforts.

RICHARDSON ELECTRONICS 04/2012 to 12/2016 LaFox, IL

Manufacturer of RF, Microwave, Electron Tubes and Vacuum Devices with $150M in Sales.

Operations Manager, Machine Shop, Plating, Fabrication and Parts Departments

Director of Process Improvement for Manufacturing – Reported to VP of Operations

Established and implemented Lean Manufacturing Plan for entire employee workforce

Established ERP requirements for Manufacturing for New ERP system improved OTD to 98%

Reduced MRO spend with implementation of Cost Reduction Program savings of over $100K

Created Teams in Machine Shop and Assembly to promote Self Directed Work Force initiative

Manage $800K investment in equipment

oPurchased Fabrication area to increase capabilities of Prototype area and Manufacturing improving throughput by 25%, eliminated need for additional CNC mills due to capacity improvement

oPurchased Dual Spindle Lathe improving lead time and setup reduction 20%

50% reduction of employees in chemical plating with an Outsourcing Strategy which improved Quality and Service while streamlining the process

Implemented Setup Reduction Program to eliminate the waste and move to SMED techniques to decrease of 30% in lead-time and 25% increase productivity

Led daily work place meetings to ensure effective communication throughout the facility, including cross-functional departments.

Drove improvements 400% by using Kaizen process (generated over 200 employee suggestions in 1 year)

Safety – no accidents in last two years

Focus on

oSafety (zero accidents in 2 years),

oQuality (99% first part)

oDelivery (98% OTD)

oCosts ($500K/yr. savings)

MONESSEN HEARTH

CONTRACT 05/2011-01/2012 (Contract)

Paris, KY

Manufacturer of top end Cast Stoves, Fireplace Inserts and Barbeque Grills with $37M in Sales

Implemented strategy for turn-around on Planning and Purchasing cutting costs by 20%

Managed Purchasing and Planning daily activities to ensure on time delivery

Stream lined daily reporting saving 4 hours per day

Implemented Purchasing Terms to increase working capital and additional 30 days

HORTON EMERGENCY VEHICLES

09/2008 - 01/2011

Grove City, OH

Emergency Vehicles Manufacturer with $70M Sales, two plant operation with 400 non-union employees

Materials Manager

Managed 4 purchasing agents, Stockroom, Shipping and receiving

Right sized stockroom personnel by 40% while improving delivery to the line

Implemented VMI program on all MRO-P products cutting inventory by $600K

Implemented Consignment program on $400k on wire and fabricated products

Implemented 5S program in all materials area aiding to lean implementation

Created Point of Use storage for 20% of stockroom items.

Developed and implemented cost savings plan that saved $200k in utilities, phone, office supplies

Implemented cost saving methods to reduce total purchasing cost by 30%

Created and implemented Supply reduction program eliminating 50% of the suppliers (320 from 640)

Implemented matrix of all materials management processes, measurements on Cost - Quality - and Delivery for both Purchasing, Stockroom, and material Handling

Analyzed spend data and focused efforts on top 20% of suppliers that made up 80% of total spend

Implemented Lean Principles to reduce inventory by 80% at point of use, reduce stockroom inventory from $5mm to $2.5mm, and increase part availability to 98%

Consulting / Contract positions

06/2007 - 08/2008

Protrans International

Plainfield, IN

3/2003 - 03/2006

Timothy’s Pub (Owner)

Indianapolis, IN

03/2006 - 09/2006

Professional Data Dimensions (Contract) IN Gov Center

Indianapolis, IN

01/2003 - 01/2004

C D I CORP (Buyer- Contract) Rolls Royce

Indianapolis, IN

KIMBALL INTERNATIONAL INC Heritage Hills

09/2001 - 09/2002

Santa Claus, IN

Manufactures office, home, hospitality and healthcare furniture.

Materials Manager

Managed 4 plants on all Materials Management operations – Purchasing, Materials Handling, Master Scheduling, Shipping/Receiving

Implemented Demand Flow / Lean system

Delivered positive financial performance for Mexican plants, cut costs by 30%

Implemented Factory in Factory on Machining process cost avoidance of $1mm in fixed assets

Implemented VMI program in Mexico for all building products

PRICEWATERHOUSE COOPERS LLP

03/1999 - 06/2001

Chicago, IL

Big 4 managerial consulting firm 208K employees, $35B in sales

Managerial Consultant

Implemented PeopleSoft FIN/MM modules as functional consultant.

Led project team on e-procurement suppliers adoption process (Commerce One), subject matter expert (SME) on content management.

Led three successful e-procurement implementations (2 domestic, 1 international) to achieve 100% client satisfaction.

Developed safety program for major railroad company which became policy for all business units.

Worked on proposal presentation, generating $5 MM contract for supply chain management.

Participated in sales presentation as SME on DFT, resulting into a $2 MM added on sales.

01/1998 - 03/1999

LAU INDUSTRIES

Indianapolis, IN

Electric Household Exhaust and Ventilating Fans. Current estimates show this company has an annual revenue of $50 to 100 million and employs a staff of approximately 350

Manufacturing Manager

Established working relationship with union, which reduced grievances by 90%. Directed implementation of ISO 9001, awarded certification within 6 months.

Managed a DFT product implementation, improving throughput by 33% while reducing inventory.

Improved plant productivity performance from 56% to 62% in 4 months.

SHEFFIELD MEASUREMENT, GIDDINGS & LEWIS

11/1996 - 01/1998

Dayton, OH

Manufacturer of Coordinate Measurement Machines with $45M Sales, one plant operation with 200 employees (union).

Materials Manager

Planned and controlled all material activities, responsible for 3 Purchasing employees, 3 Material Control employees, 1 Master Scheduling employee, and 7 Traffic/Stores employees. Increased inventory turns from 2.0 to 3.5 in 6 months.

Implemented Kanban on 85% of SKUs. Implemented vendor reliability program resulting in improving on-time delivery to 98%.

Implemented MRP package during the first 6 months. Directed the outsourcing of operations to improve the working capital plan by 20%.

Reduced inventory from $10 MM to $7.5 MM in 6 months. Reduced vendor base from 640 to 170 in 6 months.

COPELAND CORPORATION

04/1991 - 11/1996

Sidney, OH

Manufacturer of residential and commercial A/C compressors with $90M Sales, one plant operation with 400 employees (union).

Materials Manager

Manager of Materials & Purchasing Managed the materials department of 4 material analyst of a $160 MM distribution center.

Increased inventory turns from 6.41 to 10.57 in 9 months. Implemented Kanban on 15% of SKUs.

Improved inventory accuracy to 93% in 9 months.

Increased service level on product line from 85% to 93%.

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