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Supply Chain Manager

Location:
North Canton, OH
Posted:
April 28, 2014

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Resume:

Todd Lautzenheiser **** Carrington St. N.W. North Canton, Ohio 44720 330-***-****

acdwf5@r.postjobfree.com www.linkedin.com/in/toddlautzenheiser

CAREER SUMMARY

Senior Operations & Supply Chain Executive with comprehensive experience including new business start-up, multi-

site manufacturing operations, international plant management, P&L, global supply chain, lean transformation, process

improvement, organizational redesign, and talent development. Respected leader and skilled change agent with proven

ability to create and implement strategic plans, grow new businesses, turnaround underperforming operations, develop

high performance teams, and deliver results across the full economic cycle. High and low volume experience, including

tier 1 Automotive and make to order/stock Industrial and Aerospace industries.

PROFESSIONAL EXPERIENCE

THE TIMKEN COMPANY

$4.3B global manufacturer of bearings, power transmission components, and high performance steel with 20,000

associates and operations in 30 countries serving mobile, process, aerospace and defense industries.

General Manager – Purchasing Excellence, Canton, Ohio 2010-

Present

Global responsibility for business planning, CI cost savings, best practice strategic planning, lean process development,

and complex, international supply chain projects ($1B spend, 80 indirect, 8 direct – 1 manager, 4 project managers).

Delivered $24M average annual cost savings.

Led generation of $40M savings pipeline.

Established purchasing strategy, including implementation of best practice global strategic sourcing process and

3rd party spend analytics software.

Achieved over $4M savings, 300% of planned savings, from strategic sourcing pilot.

Reduced cost, lead-time and inventory through creation of European supply chain for wind energy business.

Restructured NA purchasing group to deliver both tactical execution and strategic spend management.

Established management review process to drive internal performance metrics.

Reduced S&A cost by developing a support team in India and process to offload transactional activities.

Improved global CI process through initiation of regular Big CI project reviews.

Drove lean processes - supplier operations, supply chain connectivity, and purchasing personnel.

General Manager – St. Thomas Bearing Plant, St. Thomas, Ontario, Canada 2007-2010

Led performance improvement and lean transformation of Canadian tapered bearing operations and legal entity during an

economic downturn ($70M sales, 65 Salary, 300 hourly - United Steelworkers).

GM role with product management, operations, supply chain, quality, and engineering responsibility.

Restructured leadership and operations teams.

Developed culture of total associate participation and accountability.

Negotiated cost saving and innovative labor agreement without work interruption.

Established lean culture including flow and connections, cellular manufacturing, and quick changeover.

Achieved zero lost-time accidents and 30% reduction in OSHA injuries.

Increased on-time delivery by 50%, from 64% to 96%.

Reduced customer complaints by 75%, from 12 to 3.

Decreased scrap by 35%, from 4.5% to 2.9%.

Increased labor productivity by 45%, including 65% improvement in direct / indirect ratio through job

combinations and redesigned incentive system aligned with key performance metrics.

Led manufacturing and supply chain section and pro forma financials for potential business divestiture.

General Manager – Lincolnton Bearing Plant, Lincolnton, North Carolina

2005-2007

Led performance turnaround and lean transformation of Timken’s largest manufacturing facility, with three plants,

tapered bearings, rollers, and package bearings, all under one roof ($500M sales, 125 salary, 850 hourly).

GM role with product management, customer service, multi-site operations with off-site warehouse and logistics

center, supply chain, quality, and engineering responsibility.

Led comprehensive leadership team restructure, skills advancement, development of culture of total associate

participation and accountability, while managing 35% sales growth over 2 years.

Todd Lautzenheiser Page Two

General Manager – Lincolnton Bearing Plant - cont’d

Drove cultural lean transformation, including FIFO lane replacement of structural ASRS and towline material

delivery system, pull system, flow & connections, quick changeover, and standard work.

Implemented SAP ERP system and new Timken operating model.

Restructured internal manufacturing footprint to enable further growth of package bearings business.

Achieved 65% reduction in OSHA incident rate and worked over 1 year (2 million hours) without a lost-time

accident through focus on associate involvement, near misses, and preventative actions.

Reduced customer complaints by 75%, from 31 to 8, through deployment of a quality management system

including fast response, layered process audits, and error proofing verification.

Decreased WIP inventory by $1.2M (45%) through lean.

Improved financial performance by $2M through record labor productivity from aggressive implementation of

lean and continuous improvement tactics.

Manager – Package Bearing Operations, Lincolnton, North Carolina 2000-2005

Led start-up and managed extreme growth of plant within a plant tier 1 automotive wheel end business unit from start-up

to $300M sales, 11 value streams ($55M capital), 9M assemblies per year, 40 salary, 250 hourly.

First Timken tier 1 automotive business, 70% ($150M) purchased content.

Operations Manager role with product management, operations, supply chain, customer & supplier quality,

customer service, and process development responsibilities.

Recruited and developed high performance team, including 30 external salary hires over 3 years.

Established automotive quality system that included APQP, FTQ, layered audits, and scrap supermarkets.

Applied lean principles including hourly team leaders, single piece flow, 5S, visual factory, setup reduction, and

standardized work.

Developed constraint suppliers to both increase output and improve quality.

Created and managed off-site warehouse and logistics center.

Executed value stream footprint and product design change in 4 days, working 24 hours per day, to capture price

increase and reduce internal scrap by 80%, from 10% to 2%.

Managed business with less than 2 weeks finished inventory.

Indirect Purchasing Manager, Canton, Ohio 1998-2000

Directed North American MRO and corporate support services / materials group ($150M spend, 10 salary).

Led strategic integration of $100M North American MRO spend.

Reorganized procurement organization, consolidated supply base, negotiated manufacturer and distributor

agreements, implemented supplier performance measurement system, and reduced inventory.

Commodity Manager, Canton, Ohio 1994-1998

Global strategic sourcing responsibility for $40M of manufactured components. Delivered annualized cost savings

significantly exceeding targets. Served as internal consultant on Supply Chain Management (SCM) best practices.

Manufacturing Project Engineer, Canton, Ohio

1989-1994

EDUCATION

Executive Leadership Development Program, Center for Creative Leadership 2012

MBA, Management, The University of Akron 1994

BS, Mechanical Engineering, The Ohio State University 1989

COMMUNITY

Board Member, THE FIRST TEE OF CANTON 2013 – 2014

Campaign Cabinet Member, THE UNITED WAY 2013

– 2014

Chairman - Timken Campaign and Day of Caring, THE UNITED WAY 2011

– 2012

Delivered record campaign results - 25% increase in participation, 10% increase in dollars.

Local Representative, THE TIMKEN FOUNDATION 2005

– 2010



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