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Manager Chemical Engineering

Denver, CO
December 28, 2020

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Theresa Fudge

925-***-**** (H) – 925-***-**** (C) – (e-mail)

Operations and Quality Management

Global Operations – Organization Design & Development - Customer Relations

Lean – Continuous Improvement – Six Sigma

Operations Leader with passion in developing continuous improvement cultures in many diverse environments and supply chains. Builder of trust and cooperation to empower teams to change the existing practices, procedures and processes. Strengths include:

Leadership – Lead Lean/Continuous Improvement cultural change in several operations, organizations and industries.

Team Building – Empower team members to champion continuous improvement projects and form teams to design, develop and implement process, system, and procedure changes.

Strategic Planner/Implementer – Design & implement organizational structure change for breakthru improvement.

Customer Service– Transform organizations into customer centric ones which provide timely, and friendly Customer Service and order fulfillment globally.

Change Initiator – Facilitator/ trainer of lean tools to progress companies in different stages of the lean journey.


CI Empowered, Broomfield CO Present

Senior Process Improvement Consultant

Document and track business process changes for MES & PLM projects for successful implementations

Analyze value streams, organizations, capabilities, & information to develop Business Architecture “knowledgebase”

Karcher North America, Denver CO 2015-2020

Privately held leading manufacturer of commercial, industrial and consumer cleaning equipment in North America. Karcher Group sales are 12.7 million machines, $2.12 billion with over 11,000 employees in 60 countries.

Materials & Production Control/Lean Production and Business Process Manager

Lead Materials, Purchasing and Production Control departments of 3 supervisors, 3 leads, 3 buyers, and 25 material handlers while maintaining safety, quality, delivery, and cost targets. Plan and execute work in SAP system, physical inventory and cycle count programs. Plan, audit, and sustain strategic direction while improving existing legacy processes and implementing new warehouse management system.

Developed and implemented Lean Office system to achieve continuous and breakthrough improvement in the transactional world of office, service and technical environments. Expanded Karcher Production System (KPS) at production plant with TPM, line balancing, OEE, Kanban, Andon, CIP, Poke Yoke, Milkrun, & Gemba. Facilitated rapid improvement events in customer service, credit, accounts payable, payroll and benefits, and configuration control. Results included over 1000% improvement in 1st pass yield, 50% decrease in lead time, and $300K annual savings per event, on average. Approach included the execution of many lean tools (5S, Systematic Problem Solving, Value Stream Mapping, Visual Management, standardization, Information Mapping), plus, developing empowered employees and sustaining the lean culture.

University of Colorado, Boulder CO 2011-2015

Assistant Director, Housing Facilities, Environmental Services & Quality/Process Improvement

Developed and executed a Lean Team Cleaning approach in the custodial work for the residence halls which produced cleaner, healthier buildings; increased safety; and improved employee empowerment while decreasing headcount by 13% (cost savings ~$700,000 per year). Approach included implementing work instructions (SOP’s, color-coded task cards, etc.), 5S, PM’s, streamlining chemicals, certification process, and recognition program.

Streamlined quality inspection process by implementing electronic check sheets, barcode readers, and tablets to reduce inspection time by 30% and increase the quality from APPA cleanliness level 4(dinginess) to 2.5(tidiness).

Utilized policy deployment (Hoshin Kanri) tools to implement a strategic planning process for strategic and tactical plan flow down and to manage a portfolio of projects designed to achieve the vision and mission.

Developed and implemented several customer and employee satisfaction survey which yielded a high response rate and valuable data to drive continuous improvement efforts.

OSIsoft, LLC, San Leandro, CA 2008-2011

Privately held company which delivers Plant Information software, the highly scalable and secure enterprise infrastructure for the management of time series data and events. 2009 Sales were $180 million in 110 countries with 700 employees.

Operations Director Developed an organization of 34 Sales Operations, Customer Service Representatives, Master Data Analysts, and Manufacturing Coordinators to provide global coverage and meet global customer needs while improving customer satisfaction, delivery and quality measures of success.

Theresa Fudge pg. 2

Grew organization from 15 centrally located employees to 34 globally located employees in 10 worldwide offices, while maintaining consistency in service and integrity in master and transactional data for 24 hours per day – 5 days per week coverage.

Streamlined Order Fulfillment Process to reduce turn-time by 45%, increase 1st pass yield from 42% to 82%, while reducing headcount by 20%.

Created a continuous environment using lean and six sigma tools to streamline processes, implement best practices, and improve quality. Used those tools to drive out waste in business processes and achieve improved 1st pass yield. Major projects included: migration of physical masters to ISO images, integration of SAP data with DHL or UPS for shipping documents, minimization of manual updating of output documents, elimination of non-value added Incoming PO Activity Entity, and improve communication of order fulfillment status to customers.

Rockwell Collins, San Jose, CA 2005-2008

Rockwell Collins is an international Company providing 75 years of communication and aviation electronic solutions to governmental agencies and aircraft manufacturers. 2009 Sales were $4.4 billion with 20,000 employees.

Helmet/Heads Up Display Integrated Product Lead Operations Manager

Managed an organization of 10 salary (Engineers, Production Control, and Master Scheduling) and ~100 non-exempt (production and inspection) employees.

Implemented demand flow in a mixed model, low volume line for the entire supply chain from material suppliers to contract customer while achieving lead time and inventory reduction of 25% using takt time, line design & balancing, and standard work.

Achieved foundation level in corporate wide lean transformation initiative.

Utilized six-sigma culture and approach to drive out waste and improve 1st pass yield.

Supported integrated implementation of SAP and met metrics during 1st qtr. after “Go-Live”.

Hexcel Corporation, Dublin, CA 2001–2005

Hexcel is world’s leading provider of advanced structural materials and the most vertically integrated supplier in the industry. 2009 Sales were $1 billion with 4,000 employees.

North America Customer Service Manager

Managed 32 exempt Customer Service Representatives and 2 Technical Support Engineers as integral part of North America Sales Organization.

Researched, benchmarked, and developed metrics to measure service performance.

Researched, benchmarked and implemented Customer Satisfaction Survey to determine what customers value and how Hexcel’s service is rated. Compared results to other companies.

Streamlined the quoting and order entry process to reduce turn time from 2.5 days to 1 day

Developed with global team customer facing portion of MS Dynamics AX ERP system

United Technologies, Multiple Locations, Connecticut 1991–2000

UTC researches, develops, and manufactures high-technology products in numerous areas including aircraft engines, helicopters, heating and cooling, fuel cells, elevators and escalators. 2009 Revenues were $53.2 billion with 223,000 EEs.

Drum Detail Business Unit Manager, Pratt and Whitney Aircraft Engines, Middletown, CT 1999-2000

Managed organization of 10 exempt Engineers and Planners and ~120 hourly manufacturing and inspection employees.

Designed and implemented 1-piece Pull System to achieve inventory reduction of 50% and lead time reduction of 35%.

Achieved silver level in corporate wide ACE (Achieving Competitive Excellence) program.

Introduced root cause analysis and corrective action program to achieve scrap reduction of 20%.

Titanium/Machining Business Unit Manager, Sikorsky Aircraft, Stratford, CT 1994-1999

Managed organization of 8 exempt Engineers and Planners and ~80 hourly Manufacturing employees.

Managed restructuring of functional organization into new business units.

Implemented Continuous Improvement Initiatives (TPM, Set-up Reduction, Poka-Yoke, Pull System, SPC, and High Involvement Work Teams) as the foundation to developing a continuous improvement culture.

Developed and managed Safety and Environmental oversight team to reduce accidents, spills, & various wastes.

Performed various self-assessments to prepare the center for internal, customer, and third party auditors.


Masters Engineering Mgmt CU-Boulder May 2015

Master Black Belt Six Sigma CU-Boulder

MBA in Finance, New York University

BS Chemical Engineering, Rensselaer Polytechnic Institute

GE Chemical/Metallurgical Management Training Program

GE Financial Management Training Program

Six Sigma Advanced Process Analysis Green Belt

Promoting Innovation: Dynamics of Organization MIT

Lean Innovative Systems Design-Univ. of Tennessee

Quality Auditor Certification (ASQC)

Lead Assessor Training for ISO 9000

Amer. Production & Inventory Control Certificate (APICS)

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