Customer Service Supply Chain

TIM SCHAEDIG

Cell: 816-***-**** ? Email: *********@*****.***

SUMMARY

Manufacturing Operations and Supply Chain Executive. 20 plus years

management experience for multi-plants in automotive manufacturing and

industrial supply. In depth knowledge of Manufacturing, Operations,

Engineering and Maintenance. Six Sigma Black Belt. B.S. Industrial

Engineering Technology.

Expertise in: Lean Manufacturing & Assembly Process. Lean Process

Improvement. Toyota Production System. Analytics & Business Planning

Strategy. Risk Management. Standard Work. Cross-functional Team Building.

Union & Non-Union Labor Relations.

PROFESSIONAL EXPERIENCE

W.W. GRAINGER, INC

2009-Present

NYSE:GWW traded and global $10B distributor of industrial and safety

supplies.

Senior Director, Distribution Operations, Lake Forest, IL

2012-Present

Promoted to Corporate Supply Chain senior leadership team to develop,

document and lead a customer-centric global comprehensive distribution and

logistics model to drive optimal customer service and profitability through

standardization and continuous improvement for North America and Colombia

distribution center network. In addition, senior executive responsible for

day to day operations in West Region, U.S.

. Operational Scale: 21 distribution centers across North America and

Colombia providing multi-channel fulfillment thru ecommerce, 340

branches, and direct sales - partnering w/4000 suppliers to supply 1M

SKU's to 2M customers delivering 99.9% same day shipping.

. Operational Excellence in Safety, Service, & Productivity: Developed a

5 year strategic plan for supply chain that focused on people,

service, and cost; defined and executed standardization and metrics

across the Americas.

. Safety - Reduced recordable incidents YOY by 40%.

. Improved service - improved customer order accuracy by 5% and overall

variation by 25%.

. Beat plan by 4% achieving > $12.5m in cost reduction.

. Shared Vision & Team Focus: Changed prior DC network metrics

competition from competitive based to team based philosophy. Created

streamlined metrics for 2014 focused on people, service, cost, team

development and standardization. Developed a standard and visual

process of reviewing performance.

. Process Standardization: Developed and executed a best practice

standardization process resulting in 15 deployments in first 6 months

focused on tier 1 metrics.

. Continuous Improvement: Lead and coach 10 network continuous

improvement managers in strategy, problem solving and execution of

newly developed CI playbook in their area of responsibility.

. Leadership Development: Lead on-site development of leadership teams

to identify opportunities in current state performance, develop future

state goals and create clear action plans.

Director, Distribution Operations, Kansas City, MO.,

2009-2012

Operating responsibility for large Distribution Center (1.4m sq. ft.) and

cave facility (700k sq. ft.) that distributed 270k sku's in private label

and Grainger core products. Led direct reports that included operations

managers, facilities, HR, continuous improvement, inventory, logistics and

customer service. Managed 500 employees and $60m budget.

. Operational Excellence: Led team members to achieve building and

corporate goals in safety, quality, productivity, cycle time,

inventory accuracy and all supporting metrics.

. Achieved 10% - 12% improvement in productivity year over year for two

consecutive years.

. Private Label Supply Chain: Integral member of leadership team that

redesigned private label supply chain and reduced lead times 3-5 days

and overall cost by $6.5m.

. Shared Vision: Developed culture around safety, customer focus,

continuous improvement and team engagement. Facilitated integration of

private label and core product team members to work together and have

similar metrics and goals.

DELPHI CORPORATION 1994-2009

$12b manufacturer that specializes in transportation components and systems

technology.

Operations Superintendent, Delphi Steering Plants 3 & 7

2005-2009

Managed manufacturing operations and quality for 2 plants producing

steering gears, hydraulic pumps, and service parts with annual sales

of~$500m. Led direct reports in manufacturing, engineering, quality,

maintenance and production control & logistics with 491 employees.

. Operational Effectiveness: Reduced Unit Cost by 15% YOY; increased

operational effectiveness by 12% and reduced manufacturing variation

through implementation of Kanban and sequence build.

. Six Sigma: Coached and mentored associates in Six Sigma and Shainin

Red X Principles for problem solving activities.

. Top Lean Leader: Recognized by Delphi's corporate senior leadership as

top lean leader in 2007.

. Reduced Scrap: Reduced scrap cost/pc 67% with an annual savings of

over $1.2m.

. Continuous Improvement: Led and coached engineers in continuous

improvement and lean initiatives. Helped plant staff prioritize

continuous improvement actions items to focus on critical and higher

cost benefit programs.

Divisional Kaizen Leader, Plant Quality Manager, Delphi Steering Plant 1

2003-2005

Responsible for the Lean Quality rollout to the entire global Delphi

Steering Division. Taught and led quality workshops globally. Certified

Shainin Top 5 Manager for the plant.

. Reduced 3rd party containment by 20% within division for an annual

savings of $4m.

. Planned and executed implementation of zero defects culture.

. Achieved three "perfect" 3rd party TS 16949 audits with zero non-

conformances in plant 1.

. Led Six Sigma Green Belt candidates through project completion and

certification.

Lean Manufacturing Manager, Delphi Steering Plant 6

2000-2003

Accountable to implement Delphi manufacturing system for 93 teams

consisting of 1200 employees. Also served as innovation & continuous

improvement methodology leader.

. Led all scrap reduction and standardized work workshops for Plant 6.

. Reduced QS9000 audit non-conformances by 88% by implementing a layered

audit process.

. Led many CI workshops with Toyota consultant coaching.

General Supervisor of Manufacturing, Delphi Steering Plant 6

1999-2000

Responsible for machining of assembly components, plastic injectors, and

all operational metrics for 313 employees. Led cross-functional teams

focusing on safety, quality, lean manufacturing, operational availability

and man power utilization. Supervised 9 advisors.

Maintenance Supervisor, Delphi Chassis

1996-1999

Designed and implemented lean maintenance response system which reduced

mean time to repair and mean time to respond by over 25%.

Industrial/Manufacturing Engineer, Delphi Chassis

1994-1996

Led the Manufacturing Engineering team to QS9000 certification.

EDUCATION

Central Michigan University, Mt. Pleasant, MI

B.S. Industrial Engineering Technology, 1992

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