Lean Supply Chain
Resume:
Mark F. Henderlong
Chesterfield, MO 63017
******@*****.***
Executive Summary
Accomplished Operations, Supply Chain, and Strategic Sourcing leader
Strategic operations planning and global footprint execution
Proven performer in manufacturing, procurement, and supply chain functional management, all with a lean operations and continuous improvement approach.
Hoshin Operating Planning and linkage process combined with Sales and Operations Planning
Execution of operations plan through weekly mission control performance metrics leads to continuous improvement
Go-to-Gemba approach in operational engagement promotes managing for daily improvement
Utilizes a formal roadmap process for personnel development
Executes a total quality management process including Process Failure Mode Effects and Analysis (PFMEA), control plan development, SPC, 8D, A3, Poka-Yoke, supplier scorecards and supplier development.
Relentless operations focus on waste identification and reduction utilizing formal corrective action processes, value stream management (internal and extended), 5S, and disciplined responses to relevant metrics.
Supply chain management approach bridges value stream capabilities with customer expectations, continuously attacks constraints, and promotes superior service, while minimizing working capital requirements.
Manages procurement with leveraged and collaborative approaches to provide value to internal stakeholders.
Certified in Logistics, Transportation, and Distribution through APICS 2017.
Acquisition analysis and due diligence execution
Sustainable inventory reduction through identification of drivers (lot size, leadtime, set-up, supply agreements)
My management strategy drives continuous and sustainable improvement.
Work Experience
Sunnen Products Company (2015-2019)
Director, Global Supply Chain
Executed a global strategic logistics plan
Participated in a global manufacturing/supply chain, and logistics footprint
Established a “plan-do-check-act” process for the Supply Chain function
Implemented a formalized strategic sourcing process
Corporate Director for Sunnen China
Executed Inventory reduction, obsolescence avoidance driving working capital improvement
Watlow Electric Manufacturing Co (2011-2015)
Director, Operations responsible for sites in Columbia, MO, San Jose, CA, and Queretaro, MX
Achieved 1,000,000 hours of no recordable injuries
Lean manufacturing environment
oDeveloped and executed strategic plans using Hoshin Planning techniques and strategy deployment
oExecuted lean metrics including safety, sales per FTE, delivery to promise and to request dates, parts per million, rolled throughput yields, scrap as a percent of sales, inventory days of supply, and operating profit monitored with box scores and countermeasures
oManage continuous improvement through Kaizen events (breakthrough) and “go to Gemba.”
oRelaunched the supervisor training module and the personal developmental A3 as well as weekly one-on-one with direct reports
oSuccessfully completed Bronze and Silver lean training
oDeveloped and launched “Plan for Every Part” supply chain management combined with Kanban replenishment
oUtilized a rolling 18-month SOFP process (demand, supply, inventory, finance)
Implemented the global manufacturing footprint process as part of core leadership team
Strategic make-buy-acquire activities
Solutia Inc. (2006-2011)
Director, Procurement and Supply Chain Management for Performance Film Division
Oversaw the central functions of procurement and supply chain management in a matrix environment
Directed all purchasing functions for three (3) plants and four (4) distribution centers
Commodities included PET film, dyes, specialty and distributor chemicals, and all indirect purchases
Implemented a supplier scorecard and the 8D corrective action process
Federal-Mogul Corporation (2000-2007)
Director, Global Manufacturing-Extended Value Stream Management
Launched initial F-M Lean Value Chain supplier management approach
Director, Purchasing – Aftermarket Operations
Incorporated billion-dollar global sourcing initiatives into 21 aftermarket manufacturing and distribution operations
Supported total corporate savings = $50 million and $45 million in successive years.
Directed formalized supplier performance rating process
Planned and managed all aftermarket operations relative to the global sourcing initiative
Education
B.S. Business Administration, Production and Operations Management
Bowling Green State University
Skills, Certifications and Affiliations
APICS/ASCM Certifications (CPIM and CLTD) Dale Carnegie Leadership Training
Ford Advanced Product Quality Planning (APQP) Program Chairman -Board of Directors, West County Y
Bronze and silver lean training through Iowa State Certification Pacific Institute Constructive Culture facilitator
PCI Project Management Church Elder
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