Project Manager Customer Service
Resume:
Andrew S. Peterson
********@*****.***
***** *********, ******, ** *****; 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.
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. 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.
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. 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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