Proven Operations Senior Leader and Lean Six Sigma Black Belt trained with 25+ years of experience building and optimizing manufacturing, supply chain, and service infrastructure in highly regulated, high-growth environments. Agile in adapting strategy to organizational change, shifting compliance requirements, and tight deadlines. Trusted to provide high-level guidance to senior leadership and steer end-to-end continuous improvement initiatives. Valued mentor who coaches direct reports to achieve leadership roles, implement their own operational improvements, and excel in their careers.

HIGHLIGHTS

Partnered with New 3PL Provider on Automation Initiative – Project core team member to lead the organization in transitioning to a new 3PL provider and startup warehouse and supply chain operations to a brand-new facility. To manage rising labor and 3PL costs, the need for automation and facility upgrades were required. Benchmark multiple competitors’ processes and spending as part of a cross-functional effort with other departments to prepare the new RFP, with clauses stipulating co-funded automation efforts with the 3PL. Forecasting over ten years, the 3PL contribution will total 3% annually towards continuous improvement initiatives (approx. $4.65M in total), allowing Siemens to save $25M in labor and operating costs.

Strengthened Every Aspect of Supply Chain Operations – Upon taking Senior Manager, Supply Chain Operations role, found the warehouse’s inventory controls to be outdated and inefficient, leading to poor results in several key performance areas. Drove targeted interventions designed to modernize every stage of warehouse operation and elevate overall performance:

•Order Fulfillment: The U.S. Customer Service Regional Line struggled to fulfill six-hour and same-day orders. Led systematic inventory optimization in the Siemens FSL and raised on-time delivery rate from 74% to 87% or higher.

•Material Planning: Replaced obsolete “Parts Approach” planning model with data-driven “System Approach” model to improve accuracy of material planning and forecasting. With the new method, leaders were able to reduce on-hand inventory level by 20% while maintaining an excellent 98.5% on-time delivery performance over previous year.

•Inventory Accuracy: Set goal of improving inventory accuracy and cycle count to 99.4% (previously 98%), and shipping accuracy to 99.9% (previously 99%). Introduced hint free receiving, put away, and blind bin audit processes, enabling the team to meet that goal in just six months. These changes also reduced inventory variance to 0.025%.

•Supplier Quality: Analyzed and pareto reporting data to reduce inbound receiving quality errors from 2.5% to <1% of total lines received. Used LEAN principles and to improve supplier performance. Worked in collaboration with suppliers and commodity managers during QBR to determine root cause and provide corrective actions that improved goods receipt and reduced non-conforming inventory backlog.

Reengineered Customer Returns Process – Led cross functional team to improve our Service Engineers overly-complex, time-consuming returns process of unused materials to the Siemens warehouse. Using LEAN principles and Structured Problem-Solving methods, led systematic review, analysis, and overhaul of the entire process to prioritize transparency, costs, and productivity. Worked with carriers to improve order pick-up/drop off process. As a result of these efforts, captured over $1.5M savings in CSE man-hours, improved warehouse returns processing time for returned materials by 50% by scanning barcodes instead of manually entering the returns information, decreased headcount by five people, and reduced non-conforming returns by 40%.

AREAS OF EXPERTISE

Operational Leadership Operational Process Analysis Strategic Planning & Forecasting

Project Management Six Sigma Methodology Multi-Site Operations

Materials Management Customer Satisfaction Financial Management

Change Management Operations Continuous Improvement Productivity Improvement

Certified LEAN Principles People Development Value Stream Management

Key Strengths – Regulatory Compliance: FDA, TUV, EPA, Sarbanes-Oxley, ISO9001, TSA, OSHA, C-TPAT, and cGMP. ERP Systems: SAP, JD Edwards (AS/400). Microsoft Office: Office 365 including Excel, Access, Visio, and Project.

PROFESSIONAL EXPERIENCE

Senior Manager, Supply Chain Operations

Siemens Healthineers, Cary, NC 09/2006 to 10/2014

Leading a 12-person workforce, steer end-to-end “Forward and Reverse” operations for the global distribution center and forward stocking locations which supports all Siemens service business lines. Own department P&L responsibility for the Customer Service organization, which manages supply chain logistics of service spare parts for engineers in 139 countries on behalf of Siemens Business Lines and manufacturing operations.

•Collaborate with senior leadership and other organizational workgroups to ensure all necessary operating, regulatory, supply chain, IT, and other strategic components are fully built, compliant, and deployable upon implementation.

•Partner with strategic suppliers and other resources to enable and support strategic initiatives and service delivery.

•Oversee and optimize service strategies via defined KPIs, operational analytics, and measurable goals.

•Lead projects & continuous improvement initiatives that contributed to savings to meet organization financial targets.

•Lead company at quarterly business reviews with customer stakeholders, service organizations, commodity managers, and suppliers/vendors; prepare relevant analytics and KPI reporting for the executive management team.

•Leader for Siemens Healthineers Performance System to facilitate and execute Lean initiatives (Structured Problem Solving, Kaizen and Value Stream events) to drive growth and significant cost savings via optimized productivity, quality, reduce waste, increased financial health, customer satisfaction, and service line capacity.

•Facilitated multiple workshops and change management sessions ahead of IT and production process improvements.

•Recruit, train, and manage performance of blended team of local and remote employees; establish goals, set staffing schedules, manage career development, and mentor for individual advancement.

•Steer development of Service Quality and Maintenance Compliance Programs.

•Oversee and manage all 3PL warehouse operations to ensure all KPI’s are on track, meet weekly to discuss operations activities are on schedule and ready for deployment to production environment.

Key Achievements in Continuous Improvement

•Reduced non-conforming inventory backlog by 70% and backlog aging from 14 days to four days by increasing transparency and improving reporting metrics.

•Outsourced warehouse operations to 3PL and reduced in-house headcount by 80%, representing $1M annual savings.

•Reduced the Goods Receipt non-conforming inventory from 2% to 1% of total lines received by working with the 3PL in improving the receiving process, working with suppliers and educating them on warehouse receiving requirements, and improving the data collection for non-conformance receipts to better identify failure trends.

•Implemented the supply chain optimization project across the U.S. organization: reduced trunk inventory costs from $35M to $13.3M (equating to 38% lower spending) and increased inventory availability from 65% to 90%.

•Secured an additional $4M savings by adopting end-to-end logistics and supply chain solutions for the business line, which reduced operating costs and improved on-time delivery rate.

•Lead reverse logistics reengineering project that streamlined warehouse spare parts return process: improved customer satisfaction, cut costs by $1.1M, and achieved 97% on-time delivery.

•Reduced freight usage and implemented new modes of transportation, leading to $1.8M lower transport costs.

•Captured $1.1M revenue each year for duty drawback of defective returned materials sourced from EMEA parts.

Manufacturing Operations Manager, Global Repair Service Center

Siemens Healthineers, Hoffman Estates, IL 12/2001 to 09/2006

Leading a team of 21 members, including technicians, planners and support staff to ensure service objectives were met for three Siemens business lines, regional service lines, and the engineering groups. Responsible with a $10M annual budget, managed the manufacturing and supply chain for service spare parts that supported factory ops and the US Customer Service organization.

•Oversees processing schedules and production orders concerning inventory requirements, staffing requirements, work procedures and duty assignments, considering budgetary limitations and time constraints.

•Applied performance data to evaluate and improve operation’s organizational structure, management effectiveness and accountability.

•Leads team members performing quality inspections, prepares daily analysis reports to measure and monitor departmental and organizational targets.

•Evaluated employee skills and knowledge, provided leadership and mentoring to build team performance and dealt appropriately with underperforming individuals.

•Responsible in managing multiple suppliers and repair vendors for contract manufacturing; evaluated vendor suitability and financial stability, prepared RFPs and RFQs, ensured pre-award source selection requirements, and negotiated fixed-cost pricing.

•Led cross-company material sourcing and procurement/purchasing efforts, including qualifying second sources for raw materials and components that were critical to repair, manufacturing, and distribution operations.

Key Achievements in Continuous Improvement

•Over four years, reduced technical staff from 21 to 11 associates while maintaining level performance in service levels, efficiency, and inventory metrics.

•Reduced annual operating costs by $600K and achieved 20% productivity improvement by outsourcing an EU-based legacy spare parts repair center to third-party vendor.

•Project Leader for operational migration and implementation to SAP ERP/MRP system (replacing JD Edwards).

•Spearheaded Kanban projects and pull systems that reduced inventory by 27%, simplified material handling and inventory transactions, and improved on-time delivery to 98.5%.

•Saved $550K by capitalizing on OEM warranty repair contracts to replace parts for no additional charge.

•Strengthened delivery of finished goods to Siemens Material Logistics by 60%.

PROFESSIONAL EXPERIENCE, cont.

Electrical Engineer

Siemens Healthineers, Hoffman Estates, IL 11/1996 to 12/2001

•Led product engineering team in manufacturing scale-up of new product releases, sustaining engineering and designed electro-mechanical assemblies for medical device (imaging) products from prototype to finished product.

•Implemented LEAN manufacturing principles in production including SPC, root cause analysis, 5S and others.

•Implemented LEAN manufacturing principles in factory operations to improve team communications, reduce changeover times, standardize processes, reduce waste and drive quality to source.

•Reduced customer complaints, improved manufacturing yields and efficiencies leading to business growth.

•Managed projects that generated revenue savings, qualified outsourcing suppliers, and increased product reliability.

Additional Engineering Experience

•The Morey Corporation: Manager, Manufacturing Operations and Engineering, Downers Grove, IL

•Polymer Laboratories: Customer Service Engineer, Midwest Region, Mundelein, IL

•Fermilab: Electrical Engineer, Batavia, IL

EDUCATION

Masters of Business Administration (MBA), Northern Illinois University, DeKalb, IL

Bachelor of Science (BS) in Electronics Engineering, DeVry Institute of Technology, Lombard, IL

Coursework in Electrical Engineering, University of Illinois, Urbana-Champaign, IL

CERTIFICATION

Lean Manufacturing Certificate, Lean Enterprise Institute

Lean Six Sigma Black Belt Training, Siemens Healthineers Performance Systems Practitioner, Siemens Academy

Professional Development Courses

•Change Implementation Skills for Lean Leaders, Siemens Healthineers

•Leading at the Speed of Trust, Franklin Covey

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