LANCE MICHAEL DOCKTER

**** *** ** **, *******, MN 56201

Home: 320-***-**** Mobile: 701-***-****

Email: acp7cy@r.postjobfree.com

HISTORY OF EMPLOYMENT:

Jan 2013 to Present, CNH Industrial

Plant Logistics Manager, Benson Plant

Key Contributions:

Lead the Benson Plant logistics department with 5 direct reports and approximately 70 employees.

Lead all master scheduling, inventory management, production planning, inbound material management, internal and external logistics activities for the Benson Plant.

Support WCM Logistics activity and successfully moved the logistics score from 1 to 3.

Set both short and long term strategic department goals to support the plant and corporate direction.

Provide strategic direction on project management activity to support WCM, continuous improvement, software implementation and software upgrades used by Logistics and Plant wide including MARs/ASN receiving, ProPLanner and Andon systems.

Act as plant liaison between the plant and corporate for all production planning, logistics and activities.

Completed a three month project resulting in a total transformation of the plant warehouse, supermarkets and kit picking areas.

Support new product launch activity (CT36, CT74, CT19, CT18, CT20 and CT26) and cotton/floater line change over.

Key contact for SAP Manufacturing implementation at the Benson plant.

Prepared for and exited two leased warehouse buildings, resulting in the reduction of approx. 81,000 sq. ft. of unneeded warehouse space.

Lead the implementation of a Foreign Trade Zone (FTZ).

KPIs/KAIs:

oInventory days of supply – consistently managed below plan.

oWarehouse part hot calls – reduced by over 54%.

oImplements ASN receiving to improve dock-to-stock timing by over 4 days.

oReduced warehouse picking error rate by over 62%.

oMaintain expedite charges at or below plan each month.

Oct 2014 to April 2015, CNH Industrial

Interim Plant Manager, Benson Plant

Key Contributions:

Lead the Benson Manufacturing Plant with approx. 450 employees while still fulfilling my duties as Plant Logistics Manager.

KPIs/KAIs:

oSafety

oQuality

oCost

oDelivery

oInventory

oWCM Scores

Trusted to hire 2 senior plant staff members.

Participated in the plant manager selection process.

Represented the CNH Industrial and the plant with local city, county and charitable cause leadership.

Lead plant through a 60% reduction in production volume and corresponding reduction in staffing levels.

Prepared plant for one WCM Audit. The plant achieved 5 points and a total score of 40.

Acted as voice of the plant for all NAFTA reporting and scheduled meetings.

Prepared for and delivered numerous all employee meetings and customer plant tours.

Apr 2011 to Jan 2013, CNH Industrial

Logistics Manger

Key Contributions:

Implemented A20 and A22 Grille/Hood Outsourcing at Fargo Plant. Total yearly savings $238,000.

Implemented Quad Track Undercarriage AGV delivery system at Fargo Plant. Total yearly savings $151,000.

Created Kanban Lifecycle Management Standardized Process and training manual.

Implemented BOM audit, 3PL Receiving and Fluids Management processes to improve inventory accuracy at RMO.

Facilitated outside Racking Project to increase outside storage, decrease search time and reduced receiving, put away and picking travel time by 20%.

Implemented Kanban System consisting of over 1,200 make, warehouse and painted parts.

Facilitated Receiving Dock Kaizen to reduce shipments and receiving to the incorrect dock at the Fargo Plant. Total yearly savings $76,000.

Facilitated Trinity Receiving Project resulting in savings of $31K per year.

Facilitated Dock Scheduling process at the Fargo plant and 3PL.

Implemented TV Lift Arm/ Bucket pull system at the Fargo plant to reduce on site inventory and prevent early arrival of material.

Supported new product introduction by identifying and creating an end of life process for parts no longer used after new product launch at the Grand Island Plant.

Implemented fan shroud packaging change that resulted in a yearly savings of $21, 000 per year.

Other Activity:

Provide multi plant continuous process improvement project management support.

Approximately 40% travel

Use Lean, Six Sigma and World Class Manufacturing techniques to drive process improvement.

Facilitator/Project Manager

Aug 2010 to Apr 2011, Nanometrics

Sr. Materials Manager

Key Contributions:

Reduced MRB material by over $767K and aging from 720 days to 90 days.

Reduced WIP aging over 900 days 60 days.

Reviewed and adjusted safety stock/safety time settings to support materials plan.

Reviewed open and aging purchase orders to reduce aging by 50%.

Conducted an end of year open purchase order rescheduling project to optimize inventory.

Physical Inventory co-project manager.

Created tracking mechanism to track PPV and standard cost change. Goal: Reduce material cost by 10% - Achieved.

Other Activity:

Supervised staff of six buyers, 2 planners and 16 material handlers.

Negotiated, implemented and managed all supplier service and material contracts.

Maintained vendor performance statistics and report out to vendors via quality, cost and delivery report card.

Participated in new vendor qualification.

Participated in the shortage review meeting.

Participated in the daily production control meeting.

Contacted vendors on escalation matters.

Reviewed MRP results and release to buyers and planners.

Expert user of Syspro ERP system.

Implemented new all-inclusive purchasing and production procedures.

Presented monthly and quarterly purchasing results to senior company management.

Process Change Agent selling changes and improvements to senior management.

Advanced user of MS word and Excel.

Intermediate user of MS PowerPoint.

Negotiated, implemented and managed all supplier service and material contracts.

Implemented a dashboard of key indicators to measure department performance.

Jun 2009 to Jul 2010, Gategourmet

Materials Director - San Francisco

Key Contributions:

With the Continuous Improvement Office improved the requisition/material delivery system to the food/assembly department using SAP shop orders.

Lowered monthly stock variance from just over $900K to $200K.

Implemented storeroom lock down process for better inventory shrinkage control.

Passed all government and customer health, safety and semi-annual inspections.

With the Continuous Improvement Office created a “runner route” for JIT replenishment of dry goods in hot kitchen, soda and water in the galley packing department and airline owned equipment from the warehouse.

Other Activity:

Directed activities for purchasing, receiving, storeroom, goods issue, warehousing for the largest kitchen in Gategourmet holdings.

Supervised a staff 5 direct exempt employees and 71 nonexempt union employees.

Developed and implemented three to five year vision for the local materials department.

Conducted Monthly Material Management Assessment to ensure proper material management techniques are used throughout the kitchen.

Achieved Center of Excellence status for storeroom and purchasing areas.

Negotiated cost savings for local purchase food and non food items.

Developed, maintained and reported metrics to show performance to goals, performance trends and continuous improvement.

Managed yearly department budget of just over $1 million, excluding salaries and benefits

Trained employees on how to use SAP for purchasing, production control and data research.

Analyzed shortages and substitutions for root cause.

Communicated substitutions to account managers for approval.

Relaunched a FIFO for warehouse goods and ensured employees followed the process.

Formulated disposition off cycle and aging products to reduce waste.

Implemented a dashboard of key indicators to measure department performance.

Aug 97 to June 2009, Mattson Technology

Supply Chain Manager – Fremont

Key Contributions:

Over a six year period, decreased manufacturing inventory by greater than 50%, leading to an increase in inventory turns to just over 5.

Outsourced to Asian manufacturing partner all electrical and gas delivery assemblies. Outsourced two entire system production lines to over seas markets.

SAP R/3 worldwide implementation team. One complete implementation cycle and one complete upgrade cycle. BW, SD, MM and PP module owner/super user in a make-to-order/configure-to-order environment. Converted all current materials processes to SAP processes. Wrote all “as is” and “to be” process documentation. Maintain contentious interaction with software vendor for process documentation, SAP configuration, data migration, system testing, go live and after go live support. Developed work instructions and training documents for all SD, MM and PP processes. Develop intercompany material movement transaction processes between plants in the US, Germany and Korea. Trained German and Korean materials personnel.

Six years of SAP user experience.

Implemented a kanban management system for over 2,000 parts used in manufacturing and implemented lean manufacturing principles to aid in cycle time improvements and inventory reductions.

Automated purchasing, rescheduling and cancellation tactical functions for all B and C parts.

Automated purchase order delivery to vendor.

Implemented VMI program for hardware and O rings.

Implemented a robust cycle count program that replaced year end physical inventory using SAP.

Developed work instructions and training documents for all new procedures.

Other Activity:

Managed order fulfillment, master scheduling, production control, purchasing, shipping, receiving, logistics, RMA and warehousing functions for a semiconductor capital equipment manufacturer.

Supervised staff of 8 direct exempt employees and 31 indirect non exempt employees.

Managed MRP spending of approximately $70 million, MRO spending of approximately $5 million and approximately $20 million in negotiated contract support. In addition supported all purchasing activity for NPI and ECO support.

Managed order entry, MRP and MPS functions for the Fremont location.

Approved information provided by department for ECO activity such as effectivity dates, rework costs and potential scrap costs.

Managed 3rd party logistics provider contract and day-to-day operations. This 3PL has 19 worldwide locations.

Negotiated and provided day-to-day management for 5 contract companies providing logistics, inventory, and customer service and manufacturing support in Asia.

Developed and reported metrics to show performance to goals, performance trends and continuous improvement.

Implemented ISO procedures and work instructions for all areas under my supervision, leading to ISO 9001:2000 certification.

Managed yearly department budget of just over $1 million, excluding salaries and benefits.

Used Kaizen and Lean Manufacturing techniques to facilitate process improvement throughout operations.

Negotiated and managed all supplier contracts for services and material.

Created a dashboard of key indicators to measure department performance.

SAP Super User for the MM and PP modules.

Jun 1990 to Aug 1997, United Airlines

Senior Staff Analyst Business Services

Managed work unit teams (Kaizen teams) to develop and document process improvements to save money and reduce non value added activity.

Implemented Lean Principles/DFT/Synchronous Manufacturing processes to improve machine shop efficiencies, lower cycle time, manage buffer sizing and improve constraint management.

1992 and 1995 Vision Award Winner – given to the person with new ideas that created extraordinary results.

Aug 1990 to Aug 1994, United States Air Force Reserves

Dec 1986 to Aug 1990, United States Air Force

Captain, Manpower and Industrial Engineer for the 449 Flying Training Wing, 320 Bombardment Wing and 441 Air Refueling Group at Mather Air Force Base, CA.

EDUCATION

BACHELOR OF BUSINESS ADMINISTRATION

University of North Dakota – Grand Forks, ND

Major: Aviation Administration

December 1986

OFFICER TRAINING SCHOOL (USAF)

Lackland AFB, TX, Mar 87

Manpower and Industrial Engineering School – USAF Air Training Command

Keesler AFB, MS

Organization Development School – Department of the Army

Rock Island Army Depot, IL

A76 – Air Force Contract Cost Comparison School – USAF Training University

Williams AFB, AZ

ERP SOFTWARE EXPERIENCE

SAP, SysPro, Ask Manman, OMAR, JD Edwards, Data Works, Exact Max

OTHER LICENSES

Commercial Pilot License with the following ratings – Instrument Rating, Flight Instructor, Instrument Flight Instructor, Multi Engine Land. 3,418 pilot in command hours.

REFERENCES

Provided upon request

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