STEPHAN D. REEVES
*** ***** ******** ****** ********* #1403( Chicago, Illinois 60604 (
567-***-**** ( firstname.lastname@example.org
. TPS / A3 Management
. Lean Manufacturing and Quality
. Process Improvement
. Supply Chain Strategy
. Change Leadership
. Strategic Planning (Hoshin Kanri)
. Operations Management
. Value Chain Integration
. Operational Excellence
. Team Building and Communication
. International Vendor Management
. Organizational Development
Aug. 2013- Director of Continuous Improvement, Pure Health Solutions, Inc.
Vernon Hills, Illinois
. Leading the organization's global continuous improvement
efforts in the areas of: manufacturing, distribution, sales and
marketing. Including all planning, organizing, directing and
execution of operational excellence activities.
. Facilitating executive level corporate strategy sessions
(Hoshin Planning) while overseeing execution of key initiatives
and tactical plans to achieve company goals.
. Creating KPI metrics to measure success of strategies against
1/3/12 month goals.
. Developing quarterly operation review criteria and data
collection methods to drive results and accountability at the
individual channel leader levels.
. Managing international value chain subsequent nation-wide
distribution networks within the continental US.
. Realizing a 40% reduction of global on-hand inventory
requirements in the first year.
. Facilitating a throughput time reduction projects for
manufacturing leading to a 36% increase in capacity.
. Facilitating inventory control initiatives that reduced
domestic inventory by 67%, and reducing shrink by 91% in the
. Developing a LEAN and LSS program for our manufacturing
facility that lead to a 66% reduction in year-over-year
warranty claims and returns due to quality issues; resulting in
$200k+ of annual savings.
. Change Agent and Champion of all continuous improvement
initiatives, driving idea management and employee empowerment.
. Conducting facility assessments and benchmarking tours to
establish best practices and entrench results through standard
. Leading cross-functional teams to optimize our CRM and ERP
systems to leverage efficiencies in the process to reduce cycle
times and increase daily capacity and value-add per headcount.
Dec. 2012- Continuous Improvement Specialist, World's Finest Chocolate,
Inc. Chicago, Illinois
. Creating and implementing 5S program throughout the entire
production facility and development of the subsequent auditing
system allowing for sustainment of achieved results.
. Executing LSS Black Belt projects in operational areas of the
business to increase profitability with an extrapolated cost
savings of $557k same year and $780k reoccurring.
. Sponsoring and mentoring Green Belts on their Six Sigma
projects aimed at cost reduction and equipment reliability.
. Development of a facility wide GEMBA walk designed to solve
problems in real time and further our efforts in Continuous
. Developing Leader Standard Work to develop supervisors and a
problem solving culture through Coaching Katas and A3
. Leading Value Stream Mapping sessions to identify opportunities
for improvement and connect processes to achieve flow between
processes for our Model Line concept.
. Design and implementation of Kanban systems to reduce process
variation, WIP and raw materials inventory.
. Leading changeover reduction / SMED workshops to aimed to
reduce downtime and increase flexibility in meeting customer
Nov. 2010- Lean Engineer and Trainer, LuK USA, LLC. Wooster, Ohio
. Establishing a pilot Plan For Every Part (PFEP) database to
help facilitate the company's lean efforts.
. Facilitating re-organization of plant supermarkets in support
of new contracts.
. Developing FIFO lanes for intra-company parts to be shipped
internationally, while assisting in the development of tugger
routes and corresponding E-KANBAN system updates.
. Participating in Workshops regarding order to reestablish one
piece flow between sub-assembly and final assembly by mapping
processes for sub-assembly to determine bottlenecks and
calculating buffer stock for push cart supermarkets.
. Performing analytical time study to determine potential cost
and time savings of purchasing an Automated Guided Vehicle for
in-house material transportation resulting in $150 k + in
annual savings and ROI less than one year.
. Creating an inventory analysis document to show a daily/weekly
snapshot of current inventory levels and materials management's
utilization of company's assets mapping material flows.
. Participating in an integrated planning workshop to create a
Lighthouse Value Stream in order to optimize and standardize
processes from purchasing through operations to final customer.
. Computing optimal sequence wheel and associated lot sizes using
an Every Part Every Interval calculation.
. Total Productive Maintenance workshop resulting in an
improvement to Overall Equipment Effectiveness, increasing the
available capacity within the department while reducing the
overall labor cost per unit.
2008. Petty Officer 2nd Class, Hospital Corpsman, US Navy
. As Assistant Leading Petty Officer (ALPO) I assisted the LPO in
all administrative duties as well as performed bi-annual
performance evaluations that were both qualitative and
quantitative for between 25-30 junior personnel.
. Conducted mid-term counseling for between 25-30 junior
personnel to provide feedback on performance as well as areas
of strengths, weaknesses, and progress since their last annual
. Microsoft: Word, Excel, Power Point, Project, Outlook, Access
( Minitab ( JMP Pro 10 (SAS)
. Zontec (SPC) ( SAP ( Dynamics GP (
Dynamics CRM ( Viso ( WennSoft (Service)
Dec. 2012 Bachelor of Science in Business Administration
Major: Supply Chain Management Minor: Business Management
Ashland University, Ashland, Ohio
Magna Cum Laude
2011 Member: Association for Operations Management (APICS)
2012 Member: American Society for Quality (ASQ)
2012 Certification: Six Sigma (Green Belt), Green Belt Sponsorship /
Mentor Training (2013)
2012 Certification: Project Management
2013 Certification: Lean Six Sigma (Black Belt)