Andrew S. Peterson

acb1qs@r.postjobfree.com

***** *********, ******, ** *****; Cell: 616-***-****

http://www.linkedin.com/pub/andrew-peterson/b/bb6/b13

Objective

I'm a driven leader with a boundary-less perspective in business,

engineering and globalization; acquiring a sense of street smarts

through 10 + years of real world and academic experiences. I want to

help grow a company's P&L by working with, leading, and mentoring

colleagues to utilize my skills in Business, Engineering, Lean Six

Sigma, Project Management, Global Supply Chain Management, and

Financial Excellence.

Core Competencies

. Project Management Certification through Stanley Black &

Decker Inc. Association with PMBOK, PMP, & PPI. (Project

Charters, Scope, Budgeting & Tracking, Due Diligence Team

Building, Critical Path, Gantt Charts, Critical Path,

Theory of Constraint, Pulse Meetings, Stage Gates, Risk

Mitigation, Contingency Plans) Worked on Capital Project

Analyses, Risk Assessment & Mitigation, Due Diligence,

Capital Financing, Acquisition Integration, New Product

Development & Launch, and Channel to Market, Plant Start-

Ups, and Plant Property & Equipment Consolidation.

Microsoft Project - Enterprise System, Share Point, Visio,

Excel Templates, Reporting Structures, Cost Benefit

Analysis and Realization Tracking of Benefits

. Lean Six-Sigma WHQ Center of Excellence, Toyota Production

System, Stanley Fulfillment System, Heinz Global

Performance System, Poindexter Production System, OEE

Metrics, AM, TPM, PM, Center-Lining, Transactional VSM,

CTQ, Eyes of the Customer, Manufacturing VSM, Takt Time,

Level Loading, Line Balancing, Cross Training, PQPR,

Kanban, Poke Yoke, SOP, SWI, Kaizen, Facilitation, Change

Management, SMED, 5S, 8 Wastes, FMEA, TOC, VAVE, 3P, Gauge

R&R, DOE, CTC, Heijunka, 5 Why, RCA, 8D, Pareto Charts,

Control Charts, A3 Reporting, SIPOC, Regression Analysis,

PDCA, DMAIC, SPC, OTC, Hypothesis Testing, QFD, RACI, NPD,

CER, FAR, PTP, AP, AR, RGA, VKB, Plant Scheduling, EDI,

TPO, Hoshin Kanri (X-Matrix or Strategy Planning), and KPI

Implementation but still Continuing my education

in this subject matter.

. Financial Excellence Income Statements, Balance Sheets,

Cash Flow Statements, & Retained Earnings (EBITA, WCT,

ROCE, ROA, ROI, CTC, DSI, DSO, DPO, GM, AGM, OI, Accrual,

Depreciation, Time Value of Money - Inflation, IRR, APR,

PV, FV, NPV, Cost Centers

. Global Supply Chain Management Supplier Negotiations,

Win/Win, Extended VSM & Strategic Suppliers, Kitting, 2 + 1

Strategies, VMI, Consignment, EDI, & Logistic Planning,

Third Party Operations, Reverse Logistics, Demand Driven

Planning, Safety Stock Analysis, Reorder Points, S&OP,

Material Flow, Packaging, Little's Law, and Returnable

Containers.

Relative Work Experience

PRO-MOW Landscaping, LLC ($1.5M & Growing Company with CAGR of 17% over

last 5 years) Byron Center, MI

Project Management & Business Development Consultant

August 2013 - Present

. PRO-MOW Landscaping, LLC started over 15 years ago when the

founders, Matthew Baumbach & Nick Conrad (Hope College

Graduates & Student Football Athletes) started going door-

to-door in Wyoming, MI offering a Lawn Care Service. Today

they employ upwards of 50+ employees seasonally working all

over the West Michigan area. PRO-MOW provides a top of the

line Lawn Care, Landscaping, and Plowing Service to the

many Businesses, Organizations, and School Districts in the

Area with an emphasis on providing a high level of Customer

Service and Quality.

. Currently I'm Consulting the PRO-MOW Management Team on a

Business Development Project to help them build a 1, 3, & 5

Year Go-to-Market Strategy in order to support their

growing business segments and to ensure they retain their

high level of Quality and Service all while growing their

Profit Margins, Cash Flow, and Retained Earnings. I took a

bottom up and top down approach to analyze their business

and get a true understanding of how they operate Start to

Finish. To sustain their level of commitment to their

growing customer base and services; I've managed a Project

were we are Developing an Organizational Structure with a

Continuous Improvement Culture, and Business Development

Strategy to support all their diverse and growing Product &

Service Offerings.

. Now I'm restructuring their Accounting System (Balance

Sheet, Developing Multiple Cost Centers, understanding the

cost drivers, and laying out the P&Ls, Cash Flow Statement

and Retained Earnings statements) for better tracking &

financial planning for each of their Business Segments to

further Optimize Cost & Price, and financially plan when

Going-to-Market with their new strategy.

Morgan Olson, LLC (Subsidiary of JBPCO - $1.2 Billion Conglomerate)

Sturgis, MI

Continuous Improvement Manager

May 2012 - August 2013

. Morgan Olson is a $110 M BU and as their CI Manager, I'm

responsible for $2 M of Cost Out YOY thru the Poindexter

Production System

. Played a huge role on the Morgan Olson Team to increase

EBITA from 5% to 10%. Contributions listed below, with more

details upon request.

. YOY - Productivity 64.6% to 79.2%, Efficiency 79.8% to

98.1% Inventory Turns from 7.1 to 13.6, OTD from 75% to

90%, Truck Manufacturing Lead Time from 8.5 days to 7.5

days. Material Utilization up 3-4% with an additional $750K

in material utilization identified.

. Lead the Continuous Improvement Department (Team of 3) to

ensure we are providing adequate support throughout the

organization to sustain current Kaizen events in Morgan

Olson's 6 different plants by coaching, mentoring, and

training the organization in Lean Six Sigma methodologies

and by leading the Value Stream Transformation for Morgan

Olson's operations. Facilitated 50+ Kaizens/CI Blitzes YOY.

. Managed Project of Transforming their Value Stream by

Facilitating weekly Kaizens since May of 2012 with a total

bottom line savings of $2.5 M in labor, material, quality,

delivery, safety, efficiency & productivity gains and an

additional Opportunity of $770K in revenue through

increased revenue.

. Project Lead on the Due Diligence in the Analyses of an

$8.5 M Capital Expense Request (Full Automation of

Fabrication Department) to Corporate (JBPCO). Steel Lasers,

Automated Bendmasters, Automated TruPunches, Automated

Material Tower. Dotted line reports during this assignment

included two Plant Managers, Maintenance Manager, EHS

Manager, & Plant Controller. CER still pending, but very

probable.

. Integral Team Member in the Project of a $1.5 M plant

startup down in North Charleston, SC. This startup is a

joint venture with Mercedes Benz. My contribution to the

team was providing the plant layout and design, along with

material flow, storage, and planning (determining min/max

quantities for properly calculated safety stock levels to

minimize DSI and maximize service levels and Inventory

Turns)

. Project Manager in Facilitating Morgan Olson's entire Back

Office in the documentation of the Order-to-Production

process and the transformation of this Transactional Value

Stream into a more streamlined process (Improved Cycle

Times, Process Times, & First Pass Throughput Yield by over

50%)

. Facilitated Morgan Olson's Engineering, Supply Chain,

Manufacturing, and IT department in the documentation of

the New Product Development and Engineer Change Order

process to understand & enhance Critical-To-Quality

attributes in this process for better service in the Eyes

of our customers.

HJ Heinz Company Co.

Pittsburgh, PA

Continuous Improvement Manager - Six Sigma Green Belt

March 2011 - April 2012

. Worked for Heinz North America HQ implementing the Heinz

Global Performance System utilizing the tools of Lean Six

Sigma & TPM.

. Continue on Next Page

. Project Manager overseeing Value Stream Managers in the

customer service department where I facilitated the Program

deployment of Lean throughout the Order-to-Cash Life Cycle

leading multiple Value Stream Managers in their efforts to

scope & lead Kaizens across the OTC Value Stream for

Improved Free Cash Flow and Working Capital Management.

. I worked with Finance to educate them on the practices of

Lean along with facilitated a Kaizen to improve their

Standard Revision Process for more accurate and timely

variance reports against the AOP.

. Facilitated a Kaizen with 30+ cross functional people to

streamline Heinz New Product Development process for

identifying the most critical path and a triage of risk

associated with the projects for timely risk mitigation to

ensure a successful and speedy launch. Prior to this

Kaizen, NPD averaged 2 years start to finish. NPD is

averaging 18 months now concept to launch.

. Created a Lean Curriculum for Heinz North America to use

for Lean training as a way to supplement their existing Six

Sigma program.

. In the Manufacturing Arena I specialized in supporting the

plants by implementing Center-lining on their production

lines. Center-lining is a process to ensure the machines

are setup and adjusted properly. Center-lining allows the

operator to quickly check the machine for anything out of

the norm. Most lines see anywhere from a 4-7% OEE gain from

this program. In addition to improving efficiency, Center-

lining is also the first step to Autonomous Maintenance and

frees mechanics up for more Preventative Maintenance.

Stanley Black & Decker Inc. WHQ -

COE Global Team

Business Transformation

Feb 2010 - Feb 2011

. Supported 20+ SBD BU, traveling to all the different

Stanley Black & Decker Incorporated facilities as a WHQ

Team Member. Coaching, Mentoring, Training, and

Facilitating the Stanley Fulfillment System (Complexity

Management, Common System Platforms, S&OP, &

Transformational Lean)

. Managed Continuous Improvement Projects for SBD WHQ as

Center of Excellence team member to promote the Stanley

Fulfillment System, by developing, facilitating, and

executing at both a strategic level for the entire

enterprise and also at a micro level within any business

unit. I focused both on the transactional side of the

business and also on the manufacturing & operational

processes within the four walls of their plants and DCs.

Striving to improve SBD's transactional systems and

processes so they integrate & support the real Value Added

processes in the eyes of the customer. This role required

me to work with all the end-to-end business functions and

processes (from Supplier all the way to the Customer &

Consumer) of our products or services to ensure they fit

within the mold of a Lean Enterprise and the Stanley

Fulfillment System's Program.

. Supported the Project Rollout of the Virtual Kanban (VKB),

a system to improve visibility of the Supply Chain across

multiple facilities (Supplier, Manufacturing, and

Distribution). The VKB helped to alleviate $10 M of

inventory in the Hydraulic Division.

. NPD Transactional Value Stream Map - Streamlined NPD from

24 to 18 months = $40 M in Incremental Sales Revenue

Stanley Black & Decker Inc - Graduate of the Stanley Leadership Program

(SLP) May 2008 - May 2010

The SLP is a 2 yr program designed to give entry level associates the

skills, mentoring, and coaching they will need to become effective leaders

and managers in today's global business world. Each SLP associate receives

40 hrs of online and 40 hrs of interactive class room training in each of

the following areas: Methods of Effective Leadership, Business

Transformation through Lean Six Sigma, Project Management, Global Supply

Chain Management, and Financial Excellence Training. After each training

module we would spend several months in the field applying and developing

these skills under a manager and mentor.

My SLP rotations were as follows:

Feb 2010 - May 2010

Stanley Black & Decker Inc. - IAR (Industrial and Automotive Repair)

Westerville, OH

Government & National Account Sales Channel Process Developer

Dec 2009 - Jan 2010

. Project Support on a top level business initiative to

convert a $500K business into a $10 million business within

1 year. During my 2 months of supporting this initiative, I

had to document the business processes currently being used

to support this function, focusing on the MAC DC, Customer

Service (Order Entry, BO Processing, Ship Order Complete,

General Credit & Debit, and Accounts Receivable). I oversaw

the transformation and development of all these business

processes in order set them up for more scalable and

profitable growth.

. Trained the new employees joining the customer service team

on how these new processes will work. I also worked with IT

to show them the process requirements needed in order to

build a better system that could support this growing

channel to market.

Third Party Operations (TPO) Manager - Customer Service

July 2009 - Dec 2009

. Assigned Manager on Project to carve out, document, and

improve a $20 M and growing value stream of revenue for

MAC's Third Party Operations. MAC's TPO consisted of more

than 60,000 SKUs from over 100 different vendors. While

managing this P&L, I was responsible for applying the 80/20

rule to reduce the number of SKUs adding to the complexity

within this operation which were not adding value to our

customers & end users.

. Facilitated a TVSM event to capture the entire TPO process

from Quote to Cash across all the different business

functions. Once the current state of the TPO process was

captured and documented, I worked cross functionally to

develop a plan that would build a future state process and

Business Model to capture a less complex and more

profitable operation.

. Worked with IT to identify program issues within EDI which

translated into $100,000 of unfavorable annualized Purchase

Price Variance.

. Supervised the expediting and Back Order chasing of TPO,

which reduced the amount of inbound calls to Customer

service translating into improved service levels trough out

the entire customer service department.

. Directed and establish processes with merchandising to

clean and scrub data for more seamless EDI transactions. I

also worked with top vendors to improve service and

delivery to our customers through improved EDI

communications.

. Improved this P&L's Adjusted Gross Margin from 23% to 30%

during my SLP rotation in position.

Project Manager - PMBOK Certified in Enterprise Project Management

Mar 2009 - July 2009

. Managed the integration of Sigma-Six, a $5 Million

acquisition, into The Stanley works - IAS division. This

project began in March and met its deadline of May 10th.

This integration required overseeing the following tasks to

meet the project deadline: integrating Sigma-Six

organization into Stanley's IAS Division, protecting

Intellectual Property, converting Sigma Six operating

systems over to Stanley's systems, training new employees

on new systems, converting BOM data from quick books into

Navision with Stanley Part #s, Data Scrub on BOM, moving

operations out of current facility into Stanley facility,

hiring temps to support the integration, setting up

logistics (scheduling and setting up of carrier accounts),

product training and integration into current Stanley sales

channels, building an order entry process across multiple

Stanley businesses, completing a physical inventory count,

and cost roll before implementing Sigma-Six into our system

on the go live date.

. Managed the product launch of Data Torq (New Product from

Sigma-Six Acquisition) into MAC TOOLS sales channels. This

project began in April 2009 with a dead line of June 1st.

While managing this project I was responsible for the

following deliverables: Build a cross functional team to

support this initiative, set up demo of new product,

oversee quality hardening of product before serving to

market, Market branding of new product, support Marketing

as they create selling proposition for Data Torq with

supporting flyers & sales material, outsource video

production of Data Torq for trade shows, and train sales

force with new marketing material, also with how to demo

product in field, load new product part #s into MAC's AS400

operating system, establish warranty process for new

product, and determine third party shipping process from

Stanley affiliate to end user.

. Continue on Next Page

. Managed the Project of setting up a new Stanley Distributor

Tools Truck for Walt Disney World, setting this truck up to

run as its own satellite P&L. This Project ran from April

to June. I coordinated with multiple Stanley businesses to

outfit a mobile Stanley Truck that would distribute tools

on the Walt Disney World site in Orlando, Fl. This truck

had to comply with the strict rules and regulations that

were required to operate on a Walt Disney World facility.

Project had a Capital Expense of $150,000 with a ROI of 1

year.

. Managed a project to create the business processes needed

to establish a rhythmic Sales and Operation Plan (S&OP)

process for MAC TOOLS. These efforts have led to reduced

inventory levels all while improving customer fill rates.

. Managed the creation of a cross functional huddle board to

record and track each of different business functions' key

metrics (KPI) on a weekly basis. The metrics and goals on

this board are directly tied into MAC's Operating Plan. The

efforts of this project helped direct MAC from a negative

3% OM in Q4 of 2008 to a favorable 8% OM in Q3 of 2009.

The Stanley Works - MAC TOOLS

Westerville, OH

Lean Supply Chain Engineer Jan

2009 - Mar 2009

. Transformed the MAC TOOLS - Tool Box Plant into a plant of

continuous improvement through facilitation of Lean

Training and Lean Kaizen events targeted and focused on the

transformation of a VSM that would progress the plant

through the lean path of work (Indentifying, Stabilizing,

Flow, Pull, Leveling, & Continuous Improvement). This

transformation was executed in a matter of 2qtrs, taking a

$50 million plant from a negative 8% OM to a Favorable 40%

OM. This OM was measured using standard Cost Center

accounting.

. Active participant in two different Value Analysis-Value

Engineering Projects leading to a 20% reduction in the COGS

for multiple models of MAC TOOLS tool boxes. VAVE is a

World Class Operating Tool to Optimize Product designs to

be more cost effective and drive more customer value.

. Supported the MAC TOOLS Supply Chain Team in reducing their

$1.25 million Back Order log to a sub $1 million by working

with suppliers to improve order lot sizes and delivery

frequencies to a more optimal Operating Plan.

. Managed the Project of liquidating more than $80 K in

Static inventory on MAC TOOLS books in duration of 3 weeks.

The Stanley Works - ESS (Engineered Storage Solutions) Vidmar - Allentown,

PA; InnerSpace - Grand Rapids, MI

Lean Engineer May

2008 - Dec 2008

. Facilitated the cultural and operational transformation of

ESS facilities through the use of Lean Tools and Practices

(5S, 8 Wastes, VSM, Standard Work, SMED, Kanban, Heijunka,

TPM, Spaghetti diagrams, and etc)

. Analyzed and mapped the Current State of ESS business

processes through the training and utilization of VSM.

. Coordinated, planned, and facilitated over 8 Kaizen events

to accomplish specific operational deliverables which

include the following:

- $200K in annualized savings in SMED. Redesigned paint line to

eliminate multiple changeovers during weekly operations

- $110K dispositions value in Red tag savings, $25K liquidation of

scrap material

- $200K reduction in transportation wastes, $200K savings in

Inventory reduction

- Over 50% reductions in production Lead Time for Stanley -

InnerSpace's operation during a 1 week Lean Summit (4-5 Kaizens)

. Managed and supported Lean process improvements and sustain

plans for multiple facilities to ensure savings are

realized and maintained.

. Coordinated a monthly Lean Communications newsletter

between both ESS sites (Vidmar and InnerSpace)

VA Hospital

Detroit, MI

Senior Project for the University of Michigan

Sept 2007 - April 2008

. I worked to streamline the Cardiology Clinic at the VA

Hospital. In this Project we identified various areas of

improvement:

. The clinic reduced patient flow in half by hiring a

qualified nurse to perform triage at the frontend of the

process to greatly reduce the wasted waiting time of the

patient along with time spent by the nurses moving patients

to different specialists and testing that was not required.

. Material flow was greatly improved with the introduction of

a water spider to replenish each station with a mobile cart

on a daily basis. This system helped to monitor total

inventory better for more optimal replenishment signals and

material handling.

. Doctors no longer were assigned their own office but

instead agreed on a Standardized layout of offices. This

helped with patient flow, so that nurses could take vitals

of the patient in the next available room even if the

Doctor was already seeing a patient. Prior to this the

patient would wait in the waiting room until the doctor was

finished with their current patient and was ready for the

next.

Highlight Industries

Wyoming, MI

Mechanical Design Engineer Internship

May 2006 - Mar 2008

. Designed industrial packaging equipment and conveyors;

customized Highlight product lines to meet the

specifications of the customers' facilities.

. Managed Concept & Approval Drawings, Prepared Work Orders,

ECOs, Support Drawings, and BOMs to support the release of

shop orders to the floor, also provided Project Management

Support to the floor (machinists, welders, and assemblers)

working these Job Shop orders.

X-Rite Inc.

Grandville, MI

Engineering Internship

May 2005 - Jan 2006

. Worked on the Auto Tracking Spectrophotometer (ATS)

. Worked side by side with the Manufacturing, Mechanical,

Electrical, and Computer Programming Engineers to launch

the AT2 (sequel to the ATS) from a Beta unit into a

Production unit by conducting DFMA, debugging firmware &

software installation, calibrating, final testing,

collecting RAQA data, writing SOP, SOP Training, and by

conducting life tests for the AT2.

United Parcel Service

Grand Rapids, MI

Package Handler

Apr 2002 - Jan 2005

Education

University of Michigan - Ross School of Business

Ann Arbor, MI

Weekend MBA Student

Expect to Graduate in 2015

Stanley Black & Decker Inc - Stanley University

New Britain, CT

Stanley Leadership Program (2 Year Rotational Program)

Graduated in May 2010

Project Management, Transformational Lean, Global Supply Chain

Management, and Financial Excellence

University of Michigan - Dearborn

Dearborn, MI

BSE - Industrial & Systems Engineering

Graduated in April of 2008

Additional Information

. Computer Skills: Microsoft Office Suite 2010 & 2013, Apple

Operating Systems, Share Point, I-DEAS, SQL, Access, Mat

Lab, C++, Robotic Programming, Arena Simulation, Visio,

Metastorm, ProVision, Microsoft Project Enterprise, Web

Intelligence/Business Objects, Auto CAD, and used the

following ERP systems: AS400, Navision, JDE/Oracle, and

SAP.

. I've been an active leader in a number of organized sports

including: High School Football, High School Baseball, High

School Track & Field,

Semi-Pro Football and Collegiate Lacrosse.

. I have great mechanical aptitude; I enjoy working on my

own vehicles, boats, lawn mowers Servicing the

following: front end and linkage work, tune-ups, timing

belt, brake & suspension systems, water & fuel pumps,

exhaust, carburetors, diagnostics and alternators.

. I've also worked a variety of construction jobs during my

time at UPS in efforts to pay & save for college, the

experience I received while working at the ground level of

an organization has established a sense of humility and

awareness in me that no college education can provide an

individual. Since I have experienced what it takes to work

at the lowest level of an organization and my college

education has given me the opportunity to work and see

within the top tiers of an organization, I can perform and

drive results across the entire organization due to my

overall ability to work, understand, and communicate with

people at all levels within an organization.

List of References

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More References upon request, I have references for every occupation I

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Paul (Cell: 610-***-****) has been another great Mentor and Colleague of

mine on various projects & assignments. We met at Stanley Black & Decker

Inc., working on the same project. Paul has always been on the cutting edge

of Supply Chain and Manufacturing Consulting. Paul is a Global Consultant

(speaking several languages) and has pushed me to be the best in the

industry and take a Holistic View of the Business & Operation. Paul's

LinkedIn Profile

Tony 610-***-****) is one of my friends & mentors from Stanley which I

still keep in contact with today. He guided me start-to-finish through the

Stanley Leadership Program; he knew exactly what was going to be expected

out me, since he's a graduate of GE's Leadership Program. Tony continues to

give me invaluable guidance throughout my career. Tony's LinkedIn Profile

Jim (Cell: 484-***-****) was a great mentor to me during my time at SBD, he

also wrote my letters of recommendation to get me into the University of

Michigan's Stephen M. Ross School of Business. Jim and I still keep in

contact today. Jim saw my true potential before I even knew what I was/am

capable of achieving. Jim's LinkedIn Profile

Julio (Cell: 412-***-****) was my former boss and recruited me into Heinz.

Julio helped me strengthen my Six Sigma Skills while I was at Heinz, and I

helped him bring more of a Lean Culture into Heinz. Julio came out of GE

and knew what value a Leadership Development Program provided an Employee

and gave me opportunities to leverage those Leadership skills. Julio's

LinkedIn Profile

Matt (Cell: 413-***-****) was my boss at Stanley Black & Decker Inc. from

Jan 2010 - Feb 2011, but we worked together since 2008. Matt was one of the

best bosses I've had thus far in my career. He knew not to over Micromanage

me; Matt hired me to the Global WHQ COE Team to support the Stanley

Fulfillment System, because he knew I could handle the job, because I am

dependable, self-reliant and accountable for my actions.

Matt's LinkedIn Profile

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