Supply Chain Manager
Resume:
DONALD E. SPRINGER
Angola, IN. 46703
Home Phone 989-***-**** Cell: 260-***-****
Email: ***********@*******.***
SUMMARY
** **** ******** **** ******** & manufacturing professional with vast International experience in Multinational Companies and Supply Chain Knowledge specific to the operational side of the business. Utilizing a strong focus on optimizing the total enterprise.
Selected as one of a Strategic group of “Lean Manufacturing Professionals tasked with implementing “Lean Manufacturing “methods into the Supply Chain of Worldwide facilities.
Numerous assignments in Foreign and Domestic Locales specializing in strategic “start-ups” and turnarounds in the US, Europe, South America and Asia Pacific.
Demonstrated application of “Zero Based Staffing “and “Lean Materials Management” necessary to help achieve the turnaround of GM and its “re-birth”.
Consistently implemented programs and procedures to reduce cost, inventories, labor and complexities while achieving “Best in Class” and “World Class “for managed facilities.
Strong shop floor background focusing on visual controls resulting in high degrees of process discipline and accountability while simultaneously, allowing efficient exception management capability.
WORK HISTORY
DES Lean Supply Chain Solutions LLC; Angola Indiana 4/2013 - Present
President and CEO
Full Service Supply Chain Consulting that delivers gap analysis lean conversions and enterprise improvements. Provides a strategy, plan and follow through with implementation, to achieve optimum material flow from Supply Base to the end customer.
GENERAL MOTORS, Defiance Powertrain Foundry; Defiance, OH 1/2009–3/2013
Global Supply Chain Manager
Key Accomplishments:
Deployed RF – EPS in both plants resulting in a 12% headcount reduction and setting a benchmark for other GM Foundry facilities to follow.
Executed ZBS4 (Zero Based Staffing - Headcount) resulting in 58% staff turnover with no impact to the operation. This was the result of the US Treasury requirement to secure government loans to get us through bankruptcy.
Executed an Annual Physical Inventory after a 4 year exemption that resulted in only a $ 10,285 variance on in excess of $10 Million in inventory, bench mark results.
Expanded EPS (Electronic Pull System) by turning on the offsite module which now allows “authorization” to ship based on an actual consumption rate. No human intervention required just normal audits to ensure system is operating correctly.
Planned for inbound material to meet customer schedules for 11 GM Powertrain Engine Plants.
GENERAL MOTORS INDIA; Talegaon, India 1/2007–12/2008
Supply Chain, Greenfield, Launch Manager, Material Director
Key Accomplishments
Tasked with developing and implementing world class internal logistics into a new start-up with targets vastly exceeding any previous “norms” for India.
Developed an import material strategy to manage material flow with 2 days / 2 shifts with a supplier footprint with 9 weeks of lead time.( unheard of in India )
Deployed MGO (Material Global Optimization – MRP) operating suite in 16 weeks to go live date, shortest in the corporation.
Achieved Hours per Vehicle which came in at 3.18 lowest in the Asia Pacific region.
Established this facility as the lowest cost operation compared to all other AP GM facilities, which would be a more formidable comparison versus the west.
Led supply chain organization, oversaw total supply chain planning and execution of a new $400 million dollar vehicle assembly complex, which went live September 2008, same for their adjacent Powertrain Engine Plant.
GENERAL MOTORS POWERTRAIN; Bay City, MI 8/2003–12/2007
Bay City Component, GSC Manager
Key Accomplishments:
Headcount reduction by 24% through re-organization & business process changes, and reduced productive inventory by 3.5 million over an 18 month period.
Achieved a 90% Implementation of General Motors Global Manufacturing System highest percentage in a Powertrain brownfield site.
Trained entire plant staff numbering 12 senior staff heads in Business Plan Deployment.
Obtained Supply Chain metrics that made benchmark targets for the balance of the Powertrain facilities.
GENERAL MOTORS; Gliwice, Poland 1/1999-7/2003
Material Director
Directed all forward planning activities to ensure a smooth new platform introduction, covering total supply chain planning, packaging development, & logistics strategy. Oversaw timely scheduling and delivery of all plant productive material, covering some 512 global suppliers located in 23 countries and over 3800 part numbers. Responsible for plant assembly schedules over two car lines producing approx. 100,000 vehicles per year. This includes scheduling of component and P&A volume for other European production sites.
Key Accomplishments:
Achieved 48 consecutive months without a Supply Chain disruption, using sound supplier training as well as disciplined alarm process through total supply chain.
Orchestrated internal material layout improvements to support a 63% increase in part proliferation.
Led strategy & implementation of a SILS Center a 10,000 m/2 facility that coordinated distribution of 560 parts numbers and sequencing and sub-assembled 52 different modules for delivery to general assembly. It is supported by a staff of 170 direct and indirect employees.
This was the first execution using a 3rd party provider in a Polish Automotive facility; Gliwice Poland was recognized as the leanest most efficient plant relative to Supply Chain in GME.
GENERAL MOTORS CORPORATION; GMIO Argentina 8/1996–12/1998
Lean Material Advisor
Assigned to the Rosario Plant start up, as Material Advisor to the Materials Director
and Plant Manager.
Key Accomplishments:
Developed material management vision, goals & objectives.
Recruited, staffed & trained a new workforce of 60 exempt & 150 hourly.
Deployed material flow strategies to support a lean environment.
Devised a material conveyance strategy achieving zero forklift in body and engine
during implementation phase of the start - up of the plant.
Rosario is still recognized as one of the best Supply Chain Operations in the Latin American region.
GENERAL MOTORS CORPORATION; IBC, England 5/1994-8/1996
Material Advisor
Key Accomplishments:
Assigned to transform a traditional material system in a brown field site requiring a focus on Shop Floor Management, Packaging, Pull Systems, Visual Controls and Logistic Improvements. Implemented team areas with clear cut performance targets.
Reduced plant stock holdings by $ 2.4 million and significant vehicle product cost savings through elimination of expendable packaging.
Implemented an offsite warehouse for imported material that was delivered on an electronic pull signal every 2 hours. This reduced plant stock from 4 days to 6 hours while reducing indirect head count by 24 a shift.
Established visual charts to track improvements as well as deficiencies. Enabled process accountability by empowering employees.
NISSAN MOTOR MANUFACTURING CORPORATION
Material Handling Area Manager – Assembly 8/1981-5/1994
Recruiting & Staffing – Greenfield start up activity.
Development & Implementation of all applicable corporate and departmental policies
with a strong focus on safety – Greenfield start up activity.
Preparation of performance reviews and directing positive employee relations.
Receiving functions including Japanese productive material as well as locally
sourced commodities.
Targeted monthly reviews on packaging to reduce dunnage and increase SNP (standard net pack) driving logistic cost down and reduce internal handling movements.
Improvements in Shop Floor Management through the use of Kaizens (IMPACT).
Project Materials Coordinator for the expansion and pre-launch activities for the new
Altima platform, which included total responsibility for trials both locally and in
Oppama, Japan.
EDUCATION
Graduate Studies, Middle Tennessee State University, Murfreesboro, TN
Bachelor of Science Degree in Management Detroit College of Business, Dearborn, MI
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