Supply Chain Manager

Objective

A dynamic operations leader with a diverse background of professional experiences, complemented with strong analytical and interpersonal skills. Background skills range from a complete understanding of all financial and accounting disciplines to a complete comprehension in the principles of Lean Manufacturing through Operational Excellence and Change Management. Seeking an Operations Leadership position with a growing and fast paced business to expand my drive for Lean Manufacturing and Innovation.

Profile

Driving for Business Results: Experienced in leading the business from both financial as well as operational leadership positions have enabled for a complete view of the pertinent dynamics to drive organizational results. Firm mastery of Lean Manufacturing Techniques and Process Improvement measures have enabled for standardization, elimination of non-value added cost, and the development of a platform for sustainability.

Model the Way Management Style: Management by example has been at the heart of driving for business

results and creating a culture of accountability and employee involvement and engagement.

Skills Summary

Lean Manufacturing Tools and Processes (TPS)

DOE

Standard Work Development

Variation Reduction Kaizens

Lean Daily Management Development (Shop Floor Systems)

Finance and Accounting

Supply Chain Processes (SIOP)

Inventory Management (Pull Systems)

Six Sigma Problem Solving

STOP for Safety

Complete Vertical Integration

Quality Management Systems

People Development

People Engagement and Empowerment driven

Gren Belt Certified

Professional Experience

2008-2011 Avery Dennison Mentor, OH

A $1B Performance and Functional Films business; a division of Avery Dennison, a $6B company.

Plant Manager

Responsible for managing a $175MM functional films coating facility. Manage 10 direct reports and 110 indirect reports. Direct management of Manufacturing, Supply Chain, Process Engineering, Quality, EHS, Facilities/ Maintenance, and Continuous Improvement.

Improved the Organizational capability of the organization to drive and support Lean Transformation to drive more responsive Gemba actions for susustainable business results.

Developed Systems to improve scrap generation by 300 basis points, operatating expenses by 200 basis points, and Quality by 150 basis points.

Achieved 2 years without a Safety Incident through focused efforts on the behavioral risks and accountability.

Collaborated with Corporate Supply Chain to develop Standard practices for work center scheduling and raw material purchasing to support both improved inventory turns results and reduced schedule changeovers.

Developed several initiatives to drive dramatic step change improvements to employee engagement, as measured through sustained business results.

Implemented comprehensive people development plans to drive the immediate short –term needs of the business at the same time addressing the long-term goals through a strategy A3 critical thinking process across the site.

Professional Experience

2008-2011 Avery Dennison Schererville, IN

A $75MM Speciality Coating, Laminating, and Metallic Pigment business; a division of Avery Dennison, a $6B company.

Regional Plant Manager

Responsible for managing a $75MM coating and compounding non-union facility. Manage 8 direct reports and 240 indirect reports. Direct management of Manufacturing, Supply Chain, Process Engineering, Quality, EHS, Facilities/ Maintenance, and Continuous Improvement.

Implemented Enterprise Lean Sigma across the facility in less than six months.

Achieved the highest site ranking for employee involvement and engagement across the Corporation, as measured through the Employee Survey at 86%.

Achieved record level kaizen participation exceeding 85% for the entire facility by year-end; compared to 17% a year prior.

Created a process focused culture; led the organization to a process driven culture through the implementation of FMEA, Standard Work, Six Sigma and Lean methodologies, audit systems, and leadership involvement.

Achieved Work Cell Involvement through the implementation of Managing for Daily Improvement meetings at the Gemba.

Results oriented and KPI focused: improved first pass yield from coater operations 15 basis points in less than one year, improved on-time delivery to a sustained 95% versus prior performance of 80%.

Critical to Quality (CTQ) Development: led the establishment of process and product CTQ’s to develop more predictable outcomes and robust processes for all Coating and Metalure Operations.

Implemented Sales and Inventory Operations Planning across the Division to integrate customer demand forecasts through operations capacity planning. The end result allowed for inventory reduction of over $2MM and capacity utilization improvement of 22 basis points (from 66% to 88%).

2007-2008 Danaher Motion Marengo, IL

A $65MM Electric Linear Actuator business; a division of Danaher, a $12B company.

Plant Manager

Responsible for managing a $65MM assembly and machining non-union facility. Managed 6 direct reports and 200 indirect reports. Direct management of Manufacturing, Supply Chain, Engineering, Quality, Finance, Human Resources, EHS & Facilities, and DBS.

Full P&L and balance sheet responsibility, development of monthly forecasts, staffing models, inventory planning models, and corporate submissions.

Developed and executed the Lean Conversion plan for the Marengo Facility; areas of focus were the tools of the Danaher Business System, standard work, kanban, 5S, and work cell performance boards.

Led the execution of Policy Deployment process utilizing the Danaher Business System tools and techniques, including the development of all plant KPIs and Policy Deployment objectives.

Led the deployment of a complete plant Kanban system and processes for 12 assembly cells and machining operations.

Improved cell throughput by 60% through kaizen sustainment and the introduction of daily management on the shop floor.

Improved labor productivity by 18% though daily management and collaborative participation in kaizen events to drive change in the work cells.

Hosted many differing communications and recognition systems to further share the plant-wide financial results and enhance the morale of the organization.

2000-2007 Ingersoll-Rand Various Locations

A $16MM Security, Climate Control, and Light Industrial Company

Plant Manager (Krack Business Unit) Addison, IL

Responsible for managing a $60MM 24/7 welding, assembly and fabrication Union facility. Managed 8 direct reports and 250 indirect reports. Direct management of Manufacturing, Supply Chain, Engineering, Quality, Finance, Human Resources, EHS & Facilities, and Operational Excellence.

Improved Operating Income for the business by 70%, through focused efforts on productivity and cost control.

Developed Departmental and Focus Factory Financial Statements at a product line level. The net effect allowed for more operational accountability and product line optimization efforts.

Identified the core competencies of the plant and put in place a training and development plant, in conjunction with the leadership team. Led the improvement in labor content for Industrial and Commercial Product lines by $350K, through the deployment of Lean Manufacturing and development of an accountability system.

Improved on-time delivery to the customer from 80% to 99%.

Reduced inventory by $2MM and improved inventory turns by 45%, through sponsorship for vendor owned stocking agreements and supplier owned inventory.

Led the successful deployment of a Sustainable Safety program resulting in a reduction of the total incident rate by over 200%.

Performed all pro-forma analysis for the operation required on a monthly basis for consolidated reporting to corporate.

Improved the quality by 40%, through a focused effort on DPMO and implementation of Voice of the Customer Product teardown audits.

Developed the annual operating plan for the facility for each department and focus factory. Responsible for presenting the financial plan to the corporation and reporting monthly the operational performance of the operation.

Led the deployment of Lean Manufacturing throughout the organization.

Factory Manager (Thermo King Business Unit) Louisville, GA

Responsible for managing a $40MM 24/7 machining and assembly Non-Union facility. Managed 6 direct reports

and 120 indirect reports. Direct management of Manufacturing, Buyers, and Engineering.

Improved direct and indirect labor efficiency of over 40%, saving over $1MM through the execution of several Lean events with a strong focus on standard work and line balancing.

Managed a $40MM annual budget and developed the annual operating plan for compressors and components.

Implemented Safety Champions for the Compressor Focus Factory. The cross-functional team compromised of hourly and salaried professionals focused on ergonomics, job rotation, and stretching.

Led the support of one critical Climate Control (Unicov) and one Cross-Sector (IT-Mocksville) to create a second compressor assembly plant in the Czech Republic.

Improved the 1st pass yield by 35% by implementing one-piece flow and response teams on the assembly lines.

Led $1.5MM in capital projects through inception to implementation, in all cases eliminated waste in the areas of labor and direct factory expenses.

Developed a Factory Communications platform for addressing the entire personnel base with operational successes and challenges.

Sponsored several events promoting productivity, cost, quality, or safety, which engages and rewards the hourly employee population.

Plant Controller (Hussmann Business Unit) Bridgeton, MO

Responsible for all financial aspects of the Hussmann Bridgeton Facility. Responsibilities included, but were not limited to, establishment of the Annual Operating Plan, Forecasting, Corporate requirements/ reports, Physical Inventory, Pricing, Standard Cost, and various other ad-hoc analyses.

Implemented an activity based costing methodology for several key product lines to better determine true profitability and cost impact.

Led the planning and execution the entire physical inventory process and reconciliations for over $40MM of inventory and over 15,000 part numbers.

Developed a comprehensive product line mix and volume model for over 2,000 different models to support any future product line rationalization, to better depict true seed to flower profitability and viability.

Developed Factory Productivity Statements for each department within the organization and facilitated monthly reviews of productivity programs.

Led an initiative of a cross functional team to reduce the closing timeline from 14-16 days to 1 day. Through this collaborative initiative, a tighter control on the accuracy of the records was implemented through the automation of all critical general ledger postings.

Led the deployment of Sarbanes-Oxley across the facility. The Hussmann, Bridgeton facility was the first within Ingersoll-Rand to complete Phase I of Sarbanes-Oxley requirements.

1996–2000 Owens Corning Toledo, OH

A $6 Billion Building Materials and Composites manufacturer; business units include: Insulation, Composites, Roofing, and Exterior Systems Products.

Positions Held:

Financial Analyst / Divisional Sr. Financial Analyst / Cost Analyst / Project Manager

Education

The University of Toledo Toledo, OH

B.B.A., Bachelors of Business Administration in Finance

References

Available upon request

Contact this candidate