DOUGLAS J. MOGENSEN

**** **** ***** ****: 262-***-****

Kenosha, Wisconsin 53142 Email: acvhfm@r.postjobfree.com

SUMMARY

• Results-driven SCM Lean Continuous Improvement leader w/ depth of experience managing integrated Supply Chain, Materials, SIOP, Production & Inventory Control, Purchasing, and Distribution activities.

• Recognized for driving change management initiatives resulting in cycle time improvements, inventory and operating expense reductions.

• Exemplify excellent work ethic w/ record of achievement exceeding customer expectations.

• Well-respected leader w/ proven results from participating in various projects, developing and driving implementation of strategic policies & procedures.

• Systems proficiency with SAP, Mainframe Operations and MS Office. Proficient in Spanish.

Core competencies in the following areas:

Materials Management

Capacity Planning

Line Never Stops Mentality

Master Scheduling

Hands-on Leadership

Manage SIOP

New Model Year Launches

Lean Manufacturing

Logistics and Supply Chain

Continuous Improvement

Kanban

Supplier Management

Bill of Materials

Cross-Functional Mindset

Insourcing/ Outsourcing

EDUCATION, CERTIFICATIONS & TRAINING

• Master of Business Administration (3.91 GPA), University of Phoenix 2006

• B.A. - International Business, Carthage College; Kenosha, WI 1993

o APICS Certified Production & Inventory management (CPIM) Course Completion

o Dale Carnegie Program on Effective Communication and Human Relations

o Lean Manufacturing & Six-Sigma Training

o WOM II – Workplace Organizational Models for Senior Leadership

EMPLOYMENT HISTORY

CNH Industrial; Racine, WI 2008 - Present

Leading manufacturer of agricultural & construction equipment, w/ 11,000+ dealers/ 170 countries/ $18.5B sales.

Supply Chain & ECO Change Agent Manager

Responsible for engineering changes and timing relative to current production, engineering development builds, pre-builds, and pilot builds, from the design phase to job-one implementation. Coordinate the planning and timing of these engineering changes with suppliers and manufacturing operations, which includes Racine Manufacturing Operations - Machining, Valve Assembly, Tractor and Transmission Assembly, Grand Island Gearbox and Fargo Axle Operations.

• Manage over ten-thousand Bill of Materials for tractor, transmission and valve assemblies

• Capacity planning and outsource team lead for machining operations 2010-11

• Lead Materials Planning Team in 2008-09 while reducing inventory investment by $25 million

INGERSOLL-RAND CORPORATION/ Hussman; Bridgeton, MO 2007 - 2008

Leading manufacturer of Climate Control & and food service equipment, Production at 48,900 units annually.

Production Control Materials Manager

Responsible for inventory turns, master scheduling for all assembly lines, customer on-time deliveries, lean manufacturing inventory flow, OKOL, demand forecast information and 100% BOM accuracy. Managed one Master Scheduler, 3 Planner/ Schedulers, 7 Production Controllers and floor operations.

DOUGLAS J. MOGENSEN

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• Plan/ direct production control activities including purchasing, line rates, manpower allocation, safety, productivity, cost, morale and lean six-sigma initiatives

• Increased inventory turns in nine months from a rate of 5 to 8 by reducing both warehouse storage and line side inventory investment by nineteen million dollars

• Reduced Work In Process (WIP) daily inventories by $1.5M by reducing days off line between the schedule build date to scheduled ship date

• Held Team members to the highest standard, by always delivering a consistent message of urgency and intensity – recognized as a benchmark in the industry

DAIMLERCHRYSLER CORPORATION, Kenosha, WI 1998 - 2007

Manufacturer of 3 world-class engines including 4.0, 3.5 & 2.7 liter engines. Production at 580,000 units annually.

Production Control & Materials Area Manager

Responsible for Production Control activities, including inventory levels, both line side and in central storage. Work closely with Senior Materials Manager to reduce all plant inventory levels, which in turn increased our inventory turns. Implemented shop floor/electronic kanban routes through inventory reduction initiatives and improved overall communication between scheduling, planning, purchasing and the production shop floor.

• Reduced line inventory by $4.1M through the implementation of an electronic kanban –inventory pull system – Simple system that drives out waste

• Established kanban routes with emphasis on lean material flow, line side presentation, central storage optimization and efficiency; as well as the utilization of manpower at a time efficiency rating of 95%

• Created a Layered Process Audit program for the 3.5L engine assembly floor to ensure our Standardized Processes are being followed per ISO standards

• Coordinated live load, unload, and dock bump activities between nine docks ensuring JIT delivery of material to the floor with an emphasis on Safety and proper FIFO requirements

Tool Stores Purchasing Supervisor

Responsible for $12.6M in non-productive inventory with an emphasis on lean manufacturing inventory control techniques. Supervision included 8 union workers, w/ responsibilities in shipping/ receiving of inventory, store disbursements, customer service, and cycle counting operations.

• Managed inventory floats through lean manufacturing techniques while reducing total inventory investment by $2.8M

• Conducted weekly supplier performance appraisals on commodity distributors with an emphasis on delivery performance, inventory buy backs and inventory float reductions

• Established/ drove cross-functional activities between production and non-production areas to ensure zero machine down time

Bill of Material Specialist

Responsible for 100% accuracy of BOM, zero obsolescence on all parts changes, zero interruption to production, and lean manufacturing inventory flow.

• Managed inventory change notices and communicated timing of these changes with production, quality, engineering, and upper management staff

• Established/ maintained the manufacturing BOM and mainframe part master data base by reviewing the engineering bill of materials and parts change notices daily

SNAP-ON INCORPORATED, Kenosha, WI 1993 - 1998

Manufacturer/ distributor of tools & equipment for transportation and industrial markets w/ annual sales of $2.1B.

Distribution Coordinator

DOUGLAS J. MOGENSEN

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Responsible for cycle counting operations and disbursement of $130M of inventory from master warehouse to four regional distribution centers. Train/ monitor performance of temporary agency staff.

• Significantly improved customer service levels by identifying and correcting inventory related problems including systems interface errors

• Selected to serve on systems renewal team to develop task-oriented cycle counting procedures for conversion to new software

• Identified/ resolved $2.0M+ of inventory discrepancies at four regional warehouses over 3 yr. period

Distribution Planner

Responsible for analyzing forecast information including MRP and pegged requirements for disbursements of inventory to four regional warehouses.

• Identified $150,000 of uncaptured parts inventory from data queries and initiated changes to capture all parts inventory

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Reduced workload 40 hours per week, improved inventory accuracy and decreased cycle time 2 days by eliminating use of tally sheets at regional distribution center

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