Manager/Director of Operations or Supply Chain or Process Innovation

Lisa (McGonagle) Tubbs

P.O. Box ***

Wellsville, NY 14895

Home Cell: 309-***-****

Work Cell: 585-***-****

************@*****.***

PROFESSIONAL SUMMARY

Professional Senior Manager with drive to get things done and manages cross functional teams globally. International Low Cost Country manufacturing and supply chain expert. Certified Lean 6 Sigma Master Black Belt well versed in the Toyota based practical applications and Caterpillar Production System (CPS) processes and lean tools (Gemba, Kaizen, PDCA, VSM, Visual Factory, SMED, TAKT, 6S, TPM, 8D, Problem Solving tools, & etc), execution processes and systems, packaging, procurement, scheduling and transportation, planning and sourcing, budget and spend analytics. Proven results in manufacturing operations, including: assembly, planning, machining, maintenance, test, paint, quality, inspection, packaging, warehousing, scheduling, shipping, logistics and receiving. Demonstrated successes in building and managing effective teams and leading in cross-functional environments. Caterpillar Certified: Purchasing Professional, Manufacturing Professional, Supply Chain Professional, Inventory Management Professional, and Lean 6 Sigma Master Black Belt

Key Strengths:

Purchasing//Logistics//Demand Management//S&OP//Process Improvement//Strategic Planning and Sourcing//Lean 6 Sigma Black Belt//Contract Negotiations//Supply Chain Management//International LCC Sourcing & Manufacturing//Team Building//Problem Solving//Lean 6 Sigma Master Black Belt//Budget Development//e-Sourcing//Make vs Buy//Should Cost Modeling//Customer Focus//Supplier Development//New Product Introduction//Advanced Product Quality Planning//Capacity Planning//Plan For Every Part//Inventory Management//P&L//ITAR Regulations & Laws//Quality Management Systems//Warehouse Management Systems//ERP//MRP//SAP//Oracle/SOX//Compliance

Core Competencies:

Business Acumen//Situational Leadership//Strategic//Developing High Performance Teams//Getting work done through others//Effective Communication & Listening//Drive Results//Root Cause Corrective Action//SafetyAdvocate//People Development//Talent Retention//Succession Planning//Project Management//Change Agent

CAREER HISTORY

Dresser-Rand Feb 2013 - Present

Director, Process Innovation Operations Americas and Asia Pacific Oct 2014-Present

Olean, NY, Director of Process Innovation

A Lean, Continuous Improvement Expert and "change agent" who drives Process Innovation initiatives, standards, and training efforts across North America and Asia Pacific. Has a team of 20 lean experts and responsible for the business transformation plan which is a key element of the strategy execution towards more profitability, quality improvement, and growth. Reports to the VP of Process Innovation and operationally supports the VP & GM of North America and Asia Pacific. The position is based in Olean NY, the US Operations headquarters, but requires substantial travel across the regions.

Strategic Initiatives

Work with the VP Process Innovation and the VP GM North America and Asia Pacific to develop the Strategic Objectives, plan and metrics to support the O-A Region;

Helps the GMs to define the operational priorities and objectives for each sites, and the PI roadmap to achieve them;

Plays a key role in the implementation of PI and Lean in all North American and Asia Pacific Operational sites (Operations) and leads the local PI functions (currently a team of a 11 professionals), in coordination with the GMs;

Recruits PI professionals with the potential to become Operations Managers and/or other leadership roles within the company;

Leads initiatives to deliver strategic objectives and breakthrough targets;

Trains and develops managers and employees to support the continuous improvement philosophy;

Acts as a role model in Lean and Process Improvement, focusing on root cause analysis, and results sustainability;

Supports the different functions with methods, skills and techniques to improve processes;

Defines and coordinates execution of change management projects to sustain improvements;

Ensures metrics and dashboards are produced in a timely manner and are following the standards;

Participates in the development of a management system that includes control points, fishbone diagrams, policy deployment diagrams and A3;

SAFETY GOALS:

oRecordable Incident - Zero recordables in your department/site

Target TRIR < 0.36

oH.S.E. meetings - Attend required weekly meetings

oHSE Training - Complete all training

oBehavioral Audits - Conduct (2) behavioral audits per month

oCOE Hands Free - Identify all machines at site not hands free and get them hands free

oPersonal Safety Plan - Develop a personal safety plan

oSave the Art - Submit 3 save the art ideas per month

oPIPE - Identify 1 Process Improvement per year

TRAINING GOALS:

oPI OA and AP Skills Assessment - Demonstrate .5pt improvement YOY "gap" comparison

oAll Required Learning - Complete all required learning in D-R You

oPI OA and AP Complete a Training and Development Plan

PARTS PERFORMANCE GOALS:

o<5% RNS Parts at 92% on time delivery to promise date

o10% CT Reduction Parts cycle time - improve average parts cycle time by 50% vs 2012 baseline From 2014

REVAMP CYCLE TIME GOALS:

oTurbo 90% of orders that are booked in 2013 are reviewed through the Revamp Acceleration Process (RAP)

oSustain cycle time targets met in 2012

oEnsure new measurements for parts cycle time are in use at each location

NEW UNITS PERFORMANCE GOALS:

o<10% RNS New units at 92% on time delivery

o50% CT Reduction New unit cycle time - improve quoted cycle time by minimum of 25% for compressors and turbines by Q4 of 2013 2012 baseline

oImprove quoted cycle time by 50% from 2011 for compressors up through D16 (excluding string test and FLFP testing)

oNew unit cycle time - develop by April 2013 a roadmap for each targeted product line that will lead to the quoted new unit cycle time of 25% reduction in quoted cycle time by end of year 2015

oWork to gain a global standard dashboard for metrics tracking around new units by end of Q2

oFacilitate sessions and drumbeats, change management around measurement standards

QUALITY GOALS:

o20% S&R reduction from 2014 Global adoption of MQIs and RCCA activities

oDeployment and use of standardized processes on GSP - Oracle

oCycle time reduction support for critical path part families and processes for unit and part cycle time

oPut together the plan and timing for consolidation of the ISO certification for the company

oDevelop a parts metrics for quality that is global

oContinue to develop and standardize supplier quality organization, process, and measurement

PI STANDARDS/ENABLEMENT GOALS:

oSustain, develop, and implement the targeted operating model components:

oFishbone ad X-Map process - Execute planning cycle for setting priorities, strategies, and annual objectives

oA3 development for prioritized projects

oGlobal KPIs - Evolve and sustain the global Key Process Indicator Dashboard (bowlers) that incorporates the critical few common measures allowing the operations the flexibility to add indicators to support the unique requirements of their business

Strategic Accomplishments

Safety – Target: Reduce TRIR to 0.36 Globally

Global TRIR ended at 0.50

Hands Free COE Team Accomplishments in 2014:

Global COE Team Identified and Engaged - Burlington, Olean, Wellsville, Painted Post, Global Services, Brazil, HSE, Europe

Weekly Team Meetings

Enforcing HIRA for machines/processes not hands free, stop work, develop JSEA, implement actions to reduce risk

Goal established to be completely hands-free - No holding blocks, sticks, or emery cloth

SharePoint Data Repository Developed including a few key areas:

Best Practice Sharing

Global Policy, JSEA/HIRA Sharing

Capital Equipment Requests

Key Metric Identified

Total number of machines remaining that are not ‘hands-free’, by site and global

Develop action plan with timing to remediate

Communicate through weekly QHSE call

Coached Site Team Leads to advise GM’s on potential capital budget impact

Overall Cost of Quality – Target: Reduce by 5% from 2013 performance

Estimated COQ for 2014 is ~1.95% vs. 2013 performance of 1.91%

Performance by Category (all estimated, COQ reporting not finalized per finance schedule until 1/13/15)

oPrevention & Appraisal – 0.62% of sales vs. 0.54% in 2013

oInternal Scrap & Rework – 0.75% of sales vs. 0.54% in 2013

oSupplier Scrap & Rework – 0.12% of sales vs. 0.15% in 2013

Warranty – 0.60% of sales vs. 0.70% in 2013

Performance by Operation (all estimated, COQ reporting not finalized per finance schedule until 1/13/15)

oOlean – 2.96% of sales vs. 2.42% in 2013

oWellsville – 3.37% of sales vs. 3.94% in 2013

oPainted Post – 3.49% of sales vs. 3.31% in 2013

oBurlington – 3.31% of sales vs. 3.29% in 2013

oNaroda -0.93% of sales vs. 1.23% in 2013

New Units Rate of Non-Service – Target 10% (90% OTD) Globally

Global New unit / Revamp Rate of Non-Service at ~ 3.7% vs. 8.5% in 2013.

Parts Rate of Non-Service – Target 8% (92% OTD) Globally

Global Parts Rate of Non-Service at ~ 9.8% vs. 11.7% in 2013.

Performance by Operation

oOlean – 7.4% vs. 18.0% in 2013

oWellsville – 20.0% vs. 9.3% in 2013 (was at 8.6% YTD Pre-GSP Go Live, recovered to 12.6% in Dec’14)

oPainted Post – 6.0% vs. 12.0% in 2013

oBurlington – 0.2% vs. 0.4% in 2013

oNaroda – 1.3% vs. 1.1% in 2013

New Unit Cycle Time – Target: 10% below 2013 as delivered, and as target % of 2012 baseline

Estimated New Unit Global weighted average CT 15% improvement from 2013, 19% improvement from 2012

Performance by Product Family/Operation

oOlean DATUM – 24% improvement vs. 2013, 47% improvement from 2012 baseline

oOlean VECTRA – 17% improvement vs. 2013, 15% degradation from 2012 baseline

oWellsville SST – 21% improvement vs. 2013, 31% improvement vs. 2012 baseline

oWellsville MST – 49% improvement vs. 2013, 54% improvement from 2012 baseline

oPainted Post Process – 5% degradation vs. 2013, 23% improvement from 2012 baseline

oPainted Post Separables – 7% degradation vs. 2013, 6% improvement from 2012 baseline

oBurlington MST – 8% improvement vs. 2013, 25% improvement from 2012 baseline

oNaroda Recip – Flat vs. 2013, 5% degradation from 2012 baseline. There is large shift in the complexity of the units in backlog, which has pushed unit cycle time higher. However, every new unit product family has a reduction in cycle times over 2013

Parts Cycle Time – Backlog Turn Rate Calculation, Target: 10% below 2013, and as target % of 2011 baseline

Flat vs. 2013 (~ 188 Days vs. 188 Days), 12% improvement vs. 2011 baseline (188 Days vs. 213 Days) for OLN/WLS/PPT/NAR

Performance by Operation (all estimated, backlog not finalized per finance schedule until 1/13/15)

oOLN – 22% degradation from 2013 (234 Days vs. 192 Days), 5% improvement vs. 2011 baseline (245 Days). Upgrades backlog grew substantially in 2014 (Normally upgrades account for 30 to 40% of total backlog but grew to over 60% mid-year). Bookings were strong for September and October driving backlog up, most of these orders were for long lead parts or PDVSA. Additionally, approximately $4M of backlog on hold

oWLS – 20% degradation from 2013 (236 Days vs. 196 Days), 1% degradation vs. 2011 baseline (234 Days). Impact due to lower sales, related to a change in bookings mix (much larger mix of diaphragms and rotors), late in the year bookings, and some impact due to performance and GSP

oPPT – 3% degradation from 2013 (112 Days vs. 108 Days), 25% improvement vs. 2011 baseline (149 Days)

oNAR – 41% improvement from 2013 (200 Days vs. 341 Days), 48% improvement vs. 2011 baseline (384 Days)

Turbo New Unit quoting cycle time Reduction – Target: 50% reduction in quoted 2014 bookings vs. 2011 actuals (Olean)

Quoting at 25% reduction throughout most of 2014

Adjusted 50% goal downward for 2015, will finalize by Feb 2015

Control Framework / Sustained Process Improvement – Automate monthly scorecard and Implement functional area CCP as applicable

A current sustainable best practice is in Olean, with 3 CCPs that are part of manufacturing process automated, but WBS CCPs not automated. Work in 2015 to continue maturation of sustainable processes in other factories.

No functional area CCPs identified to formalize in 2014

GSP Exploitation and Efficiency

Implementations: Wellsville and Burlington upgrade

Parts Overdue Backlog – Snapshot as of end of year, monitor top 4 Parts Revenue operations

As of end of Dec 2014 at ~$7.0M vs. $9.9M as of end of Dec 2013

Performance by Operation

oOlean – $500K vs. $3.3M in 2013

oWellsville – $3.4M vs. $3.4M in 2013 (reduced by $2M from end of Nov’14 to end of Dec’14)

oPainted Post – $2.2M vs. $1.7M in 2013

Parts Backlog - Snapshot as of end of year, monitor 8 operations (4 each in O-A and Europe)

As of end of Dec 2014 at ~$177.6M vs. $156.5M as of end of Dec 2013

Performance by Operation (all estimated, backlog not finalized per finance schedule until 1/13/15)

oOlean – $70.2M vs. $37.0M in 2013

oWellsville – $33.4M vs. $29.5M in 2013

oPainted Post – $31.2M vs. $25.1M in 2013

oNaroda - $6.0M vs. $10.0M in 2013

Implement process for settling operational priorities

Established common format for MBR reporting with bowling charts the basis of all standard MBR charts generated globally

Fishbone, Strategy Deployment and A3 processes are well established

Need to finalize 2015 parts objectives

Publish by end of February

Manage budgets within the AOP 2014 budget

PI expense actuals of $2.5MM vs. AOP of $3.1MM and Forecast of $2.9MM

Interim Quality Assurance Manager July 2014-Oct 2014

Wellsville, NY, Quality Manager

Responsible for supervising and managing a team of 25 who ensure that products and services meet customer expectations before the products go out on the market. Accountable for the quality of the product in all stages of its development, from the factory to the market, and meeting customer expectations.

As quality assurance manager, set the standards for quality and decides what standards each product must meet. Also ensure that the employees, as well as inspectors, understand the standards that have been set. In this regard, communication is very important.

Another responsibility of a quality assurance manager is testing. In this stage, products are tested to make sure that they meet the standards that have been previously set. Finally, review customer feedback to see whether the standards that were set were acceptable to the customer and whether the products passed the quality inspections. Responsible to make sure that certain laws are followed, depending on the products being manufactured.

The quality assurance manager acts as a go-between between the production development offices, where the standards are set, and the corporate offices of a company. Partake in strategic planning to find ways for the company to become more efficient in manufacturing quality products

Strategic Initiatives

GSP / Oracle QA launch and stabilization

Strategic Accomplishments

Success GSP / Oracle launch Aug 4, 2014

Consistent Key Performance Indicators (KPI’s) pre and post Go Live Launch of GSP / Oracle

Supply Chain Management Leader Feb 2013-Dec 2014

Wellsville, NY, Purchasing Manager

With a team of 21, responsible for the procurement of commodities through the development and implementation of commodity strategies plans and the management of supplier relationship. Other areas of responsibility include price negotiation, planning, production, inventory control, quality control and factory control. Responsibilities include buying the best quality equipment, goods, and services at the most competitive prices. Oversees Supply Chain Management and procurement accountable for negotiating, networking, and dealing with numbers, as well as dealing with other factors such as sustainability, risk management, and ethical issues.

Strategic Initiatives

Implement procurement strategy and policies

Forecast procurement needs

Create and implement KPI’s

Continually develop expertise to support growth for new projects.

Monitor macro trends in supplier and contract base and implement plans to react

Build and develop relationships with key suppliers and customers

Lead the procurement group in all phases

Identify and develop training opportunities

Develop succession plans for employees

Order materials and services as per negotiated and appropriately approved and review quotations

Prepare purchase requisitions, approve and issues purchase orders in accordance with company policy and negotiated terms and conditions

Maintain procurement files

Track Purchasing activity and measurements

Develop AOP and manage P&L

Discuss defective or unacceptable new goods or services with users, vendors and others to determine cause of problem and take corrective and preventative action (5Why / RCCA)

Ensure supplier compliance with site and company requirements for safety

Manage vendor relationships and assist in building effective partnerships

Assist department in developing and implementing purchasing strategies for products

Responsible for planning, developing and buying materials, parts, supplies and equipment in a timely and cost effective way; timely manner while maintaining appropriate quality standards and specifications

Develop and review purchase requests and ensure authorization as necessary to facilitate the timely purchase of Direct and Indirect material and product

Help to lower the cost and secure agreements (LTA’s)

Liaise with Accounts Payable Department to ensure accurate and timely payment of invoices, as necessary for the business with the supplier

GSP / Oracle QA stabilization

Strategic Accomplishments

Improved Supplier Recovery for Cost of Poor Quality by 30%

Improved Supplier Delivery Performance by 15%

Reduced Non-Conformances by 40%

Reduced Lead Times by 50%

Reduced Costs by 10%

Developed Training Plans for Employees

Developed Skills Assessment Matrix for Employees

Developed Succession Plans for Employees

Completed Employee Lunch Room, mailroom, and conference room

Success GSP / Oracle launch Aug 4, 2014

Consistent Key Performance Indicators (KPI’s) pre and post Go Live Launch of GSP / Oracle

MOVED FROM ILLINOIS TO NEW YORK: Jan 2013 - Feb 2013

Caterpillar Inc. 1998 - Jan 2013

Global Purchasing LPSD Caterpillar Tianjin Limited (CTL) 2011- 2013

Platform Purchasing Manager

GP Lead for the development of CTL's processes in Tianjin, China.

Member of the Leadership Team that designed and built from the ground up a Greenfield Facility.

Strategic Initiatives

Developed and implement sourcing strategy for China localization to achieve 85% target by June 2014.

Achieved 30% cost reduction.

Developed and implement sourcing project plans for localization to achieve Production target June 2013.

Developed and implement standard work to meet dashboard and scorecard metric requirements.

Developed should costs and established target costs for Top 10 Core Components.

Moved engine production from Lafayette, IN to Tianjin, China.

Global Purchasing LPSD ECR 2010-2011

Cost Manager in Aftertreatment & Cooling Products

Managed 20 employees and 40 projects and drove $9M in realized green dollar savings to Company’s bottom line.

Strategic Accomplishments

Category Manager negotiated over $1M in cost reductions w/Suppliers, developed LTAs and WAAs, and achieved targets for SQEP Certifications.

Capacity Manager developed team and implemented standard work to complete capacity validations with 42 strategic suppliers resulting in $1M+ cost avoidances and savings.

Global Supply Chain MEC/LPSD Seguin, TX, Engine Center 2009-2010

Texas Power Systems (TPS) Supply Chain Manager

Supply Chain Manager developed new processes for new engine facility and delivered in $20M savings.

Member of the Leadership Team that designed and built from the ground up a Greenfield Facility.

Strategic Accomplishments

Managed 7 Black Belts leading 30+ DMAIC and DMEDI projects with $2M+ realized value prop savings, while securing the target production date of June 2010.

Developed Scope of Work, researched potential 3PLs, sent RFPs/RFQs, evaluated candidates, selected 3PLs, negotiated commercial agreements, and implemented processes.

Moved engine production from Mossville, IL facility to new Seguin, TX facility

Global Supply Chain MEC/LPSD

6 Sigma Master Black Belt

2008-2009

Managed 15 Black Belts and Implemented CPS (Cat Production System), which included Team Leads in Assembly to achieve 30% in efficiency improvements.

Strategic Accomplishments

Executed 1st Lean CPS Assessment and met target in 2008 scoring a 50 (scored 59 in 2009).

Managed 7 Lean Six Sigma Black Belts leading DMAIC and DMEDI projects with $3M+ in realized value prop savings.

Operations Manager/Plant Director of Operations MEC/LPSD

3rd Shift Factory Superintendent in Mossville Operations in Bldg BB 2008-2008

Managed 300+ hourly technicians, 50+ 3PLs, 1 General Supervisor, and 10 Section Managers.

Coordinated, through subordinate supervisory personnel, activities concerned with production of engines, utilizing knowledge of product technology, production methods and procedures, and capabilities of machines and equipment.

Operations Supervisor/Plant General Foreman MEC/LPSD 2007-2008

1st Line Supervisor in Mossville Assembly Operations in Bldg BB

Managed 20+ hourly technicians producing sub-assemblies supplied to the main assembly line.

Strategic Accomplishments

Developed processes and implemented standard work and executed Contamination Control in the EPS Center bringing our zero Star rating to a three Star rating meeting target for cleanliness contamination control resulting in 30% quality improvements.

Global Supply Chain MEC/LPSD 2005-2007

6 Sigma Black Belt

Developed Scope of Work for HKPL to quote Bldg CC Inbound / Outbound Logistic Warehouse.

Led multiple DMAIC and DMEDI projects / teams developing and implementing HKPL Bldg CC processes without production interruptions.

Strategic Accomplishments

Delivered promised results to the business unit & enterprise and met value prop targets that exceeded $2M.

Trained 20+ Green Belts, lead Process Owner workshops, and facilitated Project Sponsor training.

Global Supply Chain-Scheduling MEC/LPSD 2004-2005

Major OEM Account Coordinator

Liaison between each customer facility, the Division Materials Manager of the corporate offices of Kenworth, Kenmex, Peterbilt and Caterpillar's Sales, Marketing, Shipping, Logistics, and Operations.

Strategic Accomplishments

Created and managed shipping plans, forecasted, customer needs, & projected sales that provided operational efficiencies, optimized transit time, and delivered product to our customers on time.

New Technologies & Engine Components MEC/LPSD 2001-2004

Performance, Emissions, & Certification Engineer

Initiated and supported Performance, Emissions, & Certification for 10/12 L non-road, while adhering to EPA guidelines and deadlines.

Supported NPI programs and engineering changes & systems.

Maintained and supported engine test specifications for Mossville, Greenville, Griffin, Sagami, Gosselies, & Reman and supported external & internal customer demands.

Strategic Accomplishments

Implemented Lean 6 Sigma Methodologies and Principles in the office (Engineering, Supply Chain, and etc).

Prove Design / CTO PEPD/MEC 1998-2001

Capital Coordinator, Capacity Engineer, R&D Coordinator, IT/IS Rep

R&D (Pac2) Coordinator for 3 departments within MEC and maintained, processed, supported, and reported financials and budget activities.

Capital Coordinator and ISO and SOX Auditor for 3 departments within MEC and initiated, maintained, processed, and regulated audits, contracts, capital projects, and orders for Loaned and Journalized Engines with Prove Design.

Executive Administrative Assistant and IT/IS Rep in Cat Machine Group for 120+ people

Strategic Accomplishments

Developed and managed capital projects to purchase new machines, equipment, tools, and etc.

EDUCATION

MBA with Certification in Logistics, University of St. Francis Joliet, IL (In Progress)

B.A., Management, University of Illinois, Springfield, IL (Completed 2004)

COMMUNITY

Allegany Chamber of Commerce Board Member

Vice President of District #2 School Board of Education

St. Jude Partner in Hope

Wounded Warrior Advocate

United Way Volunteer

Jr Achievement Volunteer

Big Brothers Big Sisters

CERTIFICATIONS

6 SIGMA MASTER BLACK BELT

QUALITY /ISO AUDITOR

INVENTORY/SUPPLY CHAIN MANAGEMENT

PURCHASING MANAGER

PROJECT MANAGER

CHANGE MANAGER

MANUFACTURING PROFESSIONAL

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