Supply Chain Change Management

GENERAL MANAGEMENT, ENGINEERING, OPERATIONAL EXCELLENCE/CONTINUOUS IMPROVEMENT & QUALITY EXECUTIVE

Emphasis on organizations implementing change management strategies and business functional transformation initiatives to improve,

Profit, Safety, Quality, Delivery, and Enablers

SKILL SPECIALTY

FINANCIAL CONTROLS

(P&L)/Profit & Loss Budgets & Expense Control

Business Plans/Sales Revenue Optimization

ENGINEERING/OPERATIONS/IMPROVEMENT

Strategic Planning & Tactical Execution

Global/International Business Relationships

Multi-Site Global Lean Six Sigma Strategy Deployment

Project Management PMP/PMI/PMBOK

Change Management & OD/Leadership/HR/Shared Services

Business Process Improvements, Business Process Modeling, Business Analytics/Intelligence

Supply Chain Management & Technology Integration via IOT interfacing/Factory Automation

Procurement/Sourcing/ Purchasing & Inventory Controls, Outsourcing, In-sourcing & Contract Manufacturing

Customer & Vendor/Supplier Relations Management

R&D, Product Management & New Product Introduction (NPI)

Software/Hardware Development, CMMI/SDLC/HDLC/ITIL

Mergers & Acquisitions(M&A)

Sales Forecasting/SIOP & Demand Planning

Industrial engineering/ Manufacturing Engineering/Test Engineering, Design Verification Test, (DVT, DFM, DFT, DFQ, FMEA)

Lean/Agile Management Systems, Operational Excellence, Process Analysis & Controls (VSM, TPM, SMED, RPS, 5S, Kaizen, Hoshin Planning, TQM, SPC, PDCA, DMAIC, FMEA, DFSS, HACCP)

Healthcare/CMS Remediation/ Medicare/Medicaid

Teamwork, Facilitation, Coaching, Mentoring, Leading, Training

Plant Operations, Facility Management & OSHA safety controls, EH&S Management

Warehousing, Distribution & Logistics/Transportation/3PL.

QUALITY MANAGEMENT SYSTEMS

Regulatory Compliance, UL60601, SOX, FDA/CFR, DHR/cGMP

Quality Management Systems (QMS), ISO9000/AS9100/AS9103/ISO13485/ ISO14000, ISO17025/ ISO22000/FDA/cGMP, HACCP/CAPA

QMs/CMS(Medicare/Medicaid)

INDUSTRY SPECIALTY

J-STD-001 Class 3 Workmanship, Soldering, IPC-A-600 Acceptability of PCBs, IPC-A-610 Acceptability Standards, PCB Rework IPC-7711/7721, IEEE, DoD Mil STDs - Various

DOD SECURITY CLEARANCE

Highly accomplished dynamic & entrepreneurially spirited general management, engineering, Operational Excellence and quality executive with demonstrated record of exceeding profitability goals, turning around under-performing programs, and driving improved process quality and market share. Adept at examining global business functions and implementing strategic and tactical improvements that reduce costs, improve safety, operating efficiency/productivity and profits. Proficient in the ability to hire, train, direct, coach, and motivate professionals and cross functional leadership in delivering superior quality.

EDUCATION

MBA - General Management, Dowling College, New York.

BS- Industrial Engineering/Electronics Technology, New York Institute of Technology, New York

Six Sigma MBB Training

Certified Lean/Six Sigma Black Belt (Honeywell)

Certified Lean Master - SUNY, Farmingdale.

Certified Project Management Training (SUNY Stony Brook, New York) – PMP/PMI

Certified Professional/Business Coach (CPC)

RPA Certification - Pending

USGBC – LEED Training (SUNY – SB)

Executive Leadership Certification (CCL) - Rensselaer University at Hartford, CT.

Executive Management Development & Labor Relations - Cornell University, New York.

BPMN –Business Process Methodology Notation – IBM Blue Works

ADKAR-PROSCI – Change Management (CM)

LEAN SIX SIGMA HIGHLIGHTS

Global change agent who successfully applied Lean/Six Sigma methodologies, Lean Management and Quality Assurance System principles to lead Operational Excellence transformations by solving complex global supply chain, managerial and customer service challenges in high-tech and traditional manufacturing, aerospace/defense, consumer goods, medical devices, food manufacturing, pharmaceuticals, healthcare, service sectors and transactional services.

Trained/Certified 275+ Green Belts/Black Belts, facilitated/coached successful Lean/Six Sigma Team projects and business transformations.

GENERAL MANAGEMENT/ OPERATIONS

Managed multi-site fiscal and budgetary controls P&L, infrastructure projects, operating costs, capital expenditures and revenue objectives daily, through tactical strategies and effective project execution. YTD savings of over $650M+ achieved, with additional cost avoidance and EBIDTA improvement 21%.

Streamlined End to End (E2E) operations, Increased profitability 6-38% through supply chain work flow redesign initiatives, and utilized lean/six sigma techniques which improved labor costs 10-45%, inventory 8-30%, COPQ (Cost of Poor Quality) 25%+, plant productivity 45%+, facility foot prints 60%, and OTD (On Time Delivery) 43%+.

Built high performance teams by coaching, mentoring and developing cross functional leaders including GMs, to become Continuous Improvement Practitioners and champions proficient in process improvement philosophy, tools and application methods to deliver sustainable results. Implemented Hoshin Kanri principles to sustain strategy and tactics.

Collaborated with Leadership and staff to identify potential transformational improvement projects to support the company's strategic visons, goals and objectives via clearly aligned KPIs, CIMM (Continuous Improvement Maturity Model) assessments, and focused skill-based training.

Forged Business process end to end re-engineering improvements across business units and standardized best practices and KPIs for Procure to Pay(P2P), Quote to Cash, and Registration to Payment (Healthcare), in discreet and transactional space.

Implemented Quality oversight for 3rd Party Manufacturers (Contract Manufacturing Operations) to oversee activities of QA/QC and compliance functions with FDA Good Manufacturing Practices (cGMPs), ISO9000/AS9100/ISO13485 and more.

Negotiated and enhanced supply chain performance, including sourcing and delivery strategies to improve on time delivery responsiveness by more than 35% to Prime OEM customers, and coordinated warehouse initiatives dedicated to order fulfillment, Global Distribution and 3PL Freight Management.

Applied TPM best practices to ensure optimum use of capital production assets, and improved efficiency 90% through implementation of Predictive & Preventive Maintenance Programs, Skill Level Training & Apprentice Programs in a production environment to promote operator/line centric autonomy.

Led Sales & Marketing, New Product Development/Introduction, and Manufacturing Engineering teams through accelerated new product releases and reduced cycle time 45%.

PROFESSIONAL EXPERIENCE & ACCOMPLISHMENTS

Aerospace Industry/Consumer Products, W2C 2021-Present

Sr. Regional Leader Operational Excellence

Deployed Hoshin Kanri/Strategy leadership across multiple sites to align corporate goals and OKRs, for Safety, Quality, Delivery, Inventory, Productivity.

Identified $7.4M in improvement opportunities translated into tactical kaizen events with cross functional teams deployed over 2.5 years, and supplemented with integrated project management tools.

Improved Supply chain Lead times 45%+ via VSM analyses and strategy driven KPIs to support revenue growth.

Collins Aerospace 2018-2021

Sr. Dir. Operational Excellence – Developed team-based end to end business cases/functional work flow requirements and gap analyses, created recommendations, roadmaps, proposal & ROI justification, supplemented with project management and industry best practices, focused on Safety, Quality profit and continuous process improvements. Fostered waste reduction through lean education and Improved cycle time 53%.

Strategized, planned and led the execution of initiatives via Hoshin Kanri principles, as part of the transformation roadmap, driving business performance, and ensuring a consistent focus of all key activities, processes, and systems to create value for internal and external customers.

Solved business problems by identifying gaps using structured process maturity assessments and executed targeted tactical solutions via Kaizens and executive coaching.

Integrated Supply Chain ERP Transformation to EPICOR to improve inventory accuracy and turns to 6%, with factory data visualization and IOT applications to eliminate waste in manufacturing.

Expended capital improvements to enhance test capability, reliability and customer On Time Delivery 12%.

LSG, LLC. (BUSINESS PROCESS IMPROVEMENTS) 2015-2018.

Operational Excellence AVP/Consultant/W2C – Implemented profit & quality improvement strategies and executed successful projects for diverse industries. (CPG/Food/FDA, Consumer Products, Pharmaceuticals, Healthcare, and Small Business Advisory)

Implemented revenue improvement opportunities using Lean best practices for end-to-end shared services and integrated supply chain for Medicare/Medicaid/CMS, Managed Care Organizations (MCOs), Health Insurance/Healthcare facilities in a transactional service environment serving 350k patients/Members, resulting in $8.4M savings over 18 Months, with additional cost avoidance.

Performed consulting work related to FDA/EPA Compliance and non-conformance assessments for various business issues. Short term contract tasks included Quality Records Reviews, Deviations, NCR’s, Quality Investigations, SOP Development, Change Control, Customer Complaints, Risk mitigation, CAPA, APR/PQR, Protocol Reviews and more. Mentored and enabled teams and site leaders using lean/six sigma tools to improve clinical practices and transactional work via objective data analytics, KPIs and sustainable Management Operating System.

Sky Chefs Inc. (Lufthansa Service), NAM-North Region 2013-2015.

Director Regional Operational Excellence – P&L improvement - Implemented Operational Excellence/Continuous Improvement initiatives in all areas of supply chain, food manufacturing/Airline catering, transportation, and logistics for multiple USA-North regional plants and Aviation Hubs in an FDA/OSHA regulated industry.

Developed regional cross functional end to end Operational Excellence strategies, and executed transformational initiatives, improved foot prints 40%, product cost 6%, thru-put 25%, capacity 35%, and revenue opportunities by $6.2M year 1.

Initiated S&OP strategies for transactional services to improve operational demand variances and out sourced service order fulfillment.

Improved business productivity KPI 47%, facilitated strategic Kaizens workshops with regional cross functional internal and external leadership teams focused on waste elimination, HACCP compliance, and profit improvements.

Implemented energy conversation and cost saving program using programmable sensors (IOTs) to reduce fluid and water consumption. Improved operational efficiency 32%.

Telephonics, New York 2010-2012

Director of Lean Operations (W2C) - P&L Responsibility for multi-site operations 200+ employees, and $400M in annual revenue. Products included radio management systems (IRMS), wireless communications and radar surveillance systems for ground, air, and shipboard applications.

Turned around an ailing $30M defense production program to achieve 100% OTD &Quality. Program delivered 60 days ahead of schedule with 110% cost performance index (CPI), and returned to profitability.

Reduced space requirements by 40%+ while improving Throughput, Quality, Productivity and Flexibility using effective lean/demand planning methodology, and supply chain strategies.

Managed new product introduction and contract manufacturing services, supervised engineering and sourcing management teams, and improved rapid new product introduction lead times by 36%.

Expedited the installation of IT/ERP system through technical specification development, supplier & consultant assessments, internal training, systems deployment and project management. Optimized supply chain performance.

HONEYWELL INTERNATIONAL, New York 2006 -2009

Site Leader (HOS) Lean Six Sigma/ Integrated Supply Chain Management: – Responsible for developing, implementing and deploying disciplined global integrated supply chain management strategies and business functional transformation initiatives to improve, Safety, Quality, Cost, Delivery, and enablers for this $36B Corporation.

Gained working capital cash of $18M+ by developing and implementing dramatic M&A solutions within the integrated Supply Chain (Marketing, IT/MIS/ERP, procurement, scheduling, estimating, demand planning, inventory control and materials safety stock management, warranty & Repairs, logistics/warehousing & d Strategized commodity sourcing and transactional solutions, streamlined supplier management process to improve delivery lead times 20%, and reduced material expediting cost $175k by leading focused teams.

Successfully led warehouse consolidation project saving $500k in year 1, and reduced warehouse space by 120k Sq ft.

Forged sales inventory operational policy (SIOP), and facilitated periodic key stake holder reviews to ensure revenue and business plan adherence. Results included 20% reduction in product obsolescence, 15% improvement in forecast accuracy, 10% reduction in distribution cost, 70% improvement in PO cycle time.

SMITHS AEROSPACE, LLC. /GE Aviation, New York 2001-2005

Technical Program Management – Responsible for providing technical services to all phases of product development design engineering, manufacturing, Environmental Stress Screening (ESS) Testing and operations for this $65M division. Products included power control systems for C-17/C-130 Aircrafts, Raytheon Missile Systems, Air-Bus 380, US fighter F16/F22 and related air defense and shipboard power systems.

Implemented factory test automation via digital and visualization platforms to improve test reliability, tooling optimization and test repeatability.

Tellabs Operations, New York (OEM) - Site Director 1995-2001

Directed multi-phased Manufacturing operations, Manufacturing Engineering, Materials Planning, Production Technologies, New Product Introduction (NPI), Sustaining Engineering, and Facilities Management.

Managed $multi-million projects for high volume and mixed volume $2B+ telecommunications systems manufacturer.

Integrated business acquisitions, technologies, and manufacturing systems into main stream processes for green fields/brown fields to achieve best in class performance, and improved operational efficiency.

Drove 29% improvement in product time-to-market while increasing productivity 10%

Implemented Six Sigma Lean and Demand Flow Manufacturing Systems to improve work flow. Increased capacity 175%. Improved product quality to 99.8%. Reduced design delays 70%.

Championed robust manufacturing processes to improve and sustain the production of complex optical telecom systems, VOIP switching systems, network access, and management products. Improved profitability 20%

Negotiated and enhanced sourcing strategies to improve on time responsiveness by more than 35% to OEM customers, Nortel, Lucent, AT&T, Nokia, Cable Vision and more.

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