Supply Chain Customer Service

John Robert Stone

Plano, TX ***** • Little Rock, AR 72205 • (M) 214-***-**** • ********@*****.***

MANUFACTURING ENGINEERING MANAGER

Global Operations Management, Lean Six Sigma Project, Global Quality Management

Continuous Improvement, Global Supply Chain Management & Logistics, Project/Program Management

Performance-Driven Global Executive improving top- and bottom-line performance in diverse operational environments. Couples extensive technical knowledge with leadership skills to maximize operational performance and competitive edge to propel companies to market dominance.

• Saved in excess of $10,000,000 operational costs and increased ROI 2+%. (SCI-Guadalajara)

• Increased profits 500%, enabling 86% revenue growth to $80,000,000 and improving RONA 11.1%. (Luminator)

• Saved $2,700,000 in supply chain; streamlined operations; and improved supply chain performance 250%. (Crouzet)

Strong Leader who blends strategic planning with tactical execution to deliver results in highly complex manufacturing settings.

• Led startup manufacturing operations overseas, expediting new product’s 1st-year revenue growth to $10,000,000.(Allen Telecom)

• Directed large international companies multisite W/W Lean Six Sigma program for an international $18.7B EMS company resulting in a 10% capacity increase, greater than $10,000,000 cost savings, and increased ROI 2+%. (SCI-Guadalajara)

Analytical Problem Solver who diagnoses root cause, innovates solutions, and energizes companies around growth plans.

• Achieved ISO 9001:2000 and ISO 14001:2003 certification within 12 and 6 months, respectively, from scratch. (Luminator/SCI)

• Improved Supply Chain performance using the SCOR and SCMM models 26%; improved supplier performance by 32%. (SCI)

Pioneering operations executive with proven success in devising manufacturing, financial, supply chain, and plant operating strategies that eliminate redundancies, increasing production output, and delivering productivity, quality, and efficiency improvements.

CORE BUSINESS COMPETENCIES

• P&L/General Management

• Operational Efficiency / ROI Improvement

• Strategic Planning

• International Multisite Operations

• Global Supply Chain & Logistics Mgmt

• Program / Project Management

• Lean Six Sigma

• Six Sigma MBB

• Six Sigma BB

• Shingo Lean Manufacturing

• Plastics Injection/RIM Molding

• ISO9000/16949 QMS

• ISO 13485:2003 Medical Device QMS

• ISO 14001 EMS

• TL9000/AS9100 QMS

PROFESSIONAL EXPERIENCE

SCI, Plano, TX and Little Rock, AR • 2001 - Present

Manufacturing Engineering and Operations Business Consultant for Operations, Manufacturing, Quality, IT, and SCM systems solutions.

Senior Operations Manager & Principal Program Management

P&L responsibility. Oversaw program lifecycle management, strategic planning, business development, operations planning, supply chain, materials/procurement, and resource management. Verified organizational, operational and systemic resources to enhance fiscal results. Accountable for project delivery and customer escalations in support of projects and responsible for the overall success of planning and implementing a project that meets customer needs. Oversaw delivery performance, defined project scope and identified deliverables and project risks, ensured delivery quality and reported schedule, cost, and execution performance. Organized necessary resources to provide the customer with technical, management and cost proposals. Responsibilities included leadership of all administrative and project functions including working with comptroller on company accounts, including A/P and A/R. Established sourcing for over $6.5MM in new business projects and programs and establishing business alliances for future business prospects across international complex, multi-site industrial organizations in diverse industries.

• Created Lean Six Sigma programs for numerous companies resulting in average 20% material scrap decrease, 23% production increase, and $1,500,000 cost savings.

• Planned and implemented the Danaher Business System using lean, kaizen, and six sigma techniques to improve NPI network program release on-time by 7%. Improved the Project Management processes to support streamlining and improve efficiencies of the NPI design release cycle by 7%. Established KPI operational metrics to track NPI release, production, network availability, and network and customer support.

• Developed and managed Project Management Office (PMO) operational planning and execution of R&D programs for a $1,100,000,000 Telecom Test and Measurement Equipment company. Provided financial analyses of product investments to ensure product viability and to support strategic decisions, capital projects, and revenue growth/cost reduction opportunities.

• Planned and applied lean, kaizen, and six sigma techniques for continuous improvement of internal manufacturing processes resulting in a capacity increase of 10%, cost savings greater than $10,000,000, and increased ROI 2% for a $18,700,000,000 EMS company.

• Improved overall Supply Chain performance 26% for a $87MM PCB company using the SCOR and SCMM models and improved individual supplier performance by 32%.

• Achieved ISO 9001:2000 and ISO 14001:2003 certification within 12 and 6 months, respectively, from scratch.

John Robert Stone • Page 2 • ********@*****.***

• Promoted and directed process improvement principles and methodologies to streamline and improve design, process changes, and manufacturing product performance for a $155MM Medical Device company IAW ISO 13485:2003 and Directive 93/42/EEC by implementing lean manufacturing, supply chain management, and six sigma strategies resulting in decreased material scrap by 25% and increased production by 27%.

• Functional Analyst for SAP implementation (FICO, MM, PP, SCM, SRM, PM, and QM modules) for an multi-site $20,000,000,000 Defense Contractor.

• As part of a Celerant Consulting team, saved Morton Salt (Silver Springs) $1,400,000 applying Lean Six Sigma techniques.

• Acting COO with P&L responsibility for a $20MM major wafer recycler/reclaimer for U.S semiconductor wafer fabrication plants. Business Sales, Administration, HR, Engineering, Operations, and Financial Management. Hired after business filed for Chapter 11 bankruptcy, reorganized the company and created turnaround strategy to improve profitability and efficiencies through the worst economic depression in the last 30 years in the Semiconductor industry. Planned, directed, and coordinated all operational and financial activities and financial analyses. Led negotiations on the sale of the business to Chinese entrepreneurs for relocation to China.

• Produced the highest quality, meeting the strictest of specifications (150nm-330nm), at the lowest price of any U.S. wafer reclaimers/recyclers. Gained a 10% increased market share and increased revenues 40% due to competitors going out of business, price positioning, and new business development for a $20MM Wafer Recovery company.

• Implemented lean manufacturing, supply chain management, and six sigma strategies resulting in decreased material scrap by 12% and increased production by 10% for a $20MM Wafer Recovery company. Used root cause analysis and basic problem solving skills to drive continuous improvement in our process and operational metrics. Responsible for sourced On Time Delivery (OTD) metrics and action plans to achieve annual goals. Formulated supplier/vendor RFPs. Reviewed, evaluated, and negotiated proposal/quote responses for price, delivery and quality and selected suppliers. Monitored cost, schedule, and performance factors of major suppliers. Approved and qualified vendors and negotiated with qualified vendors for specific requirements. Placed purchase orders in response to product requirements established by ERP system and various departments within the organization. Evaluated price trends, new products and manufacturing processes. Negotiated contracts/pricing with key suppliers and maintained contracts and purchasing agreements. Instituted and promoted cost reduction projects across off departments. Researched and developed sources of supply for necessary commodities. Coordinated with other departments to determine materials needed and schedules to be met (i.e. Marketing, Sales, Manufacturing and Recruiting). Maintained communications between Purchasing, Scheduling, and Manufacturing regarding inventory levels. Managed inventory levels and inventory turns.

• Management of a $50,000,000 P&L. Chief leadership and executive management accountability for all process re-engineering, all North American operations, strategic planning, supply chain management, and capacity and efficiency improvements for a privately-held telecommunications company providing both traditional and IP-based fiber-to-the-premises wireline networks, $50MM sales).. Performed financial analyses to assess revenue trend analyses, off-shoring cost comparisons, and forecast projections. Created, standardized, and benchmarked operational plans for product launches, end-of-life events, and transitions to comply with local certifications and regulations such as Europe’s and China’s RoHS laws. Optimized margins and maximize book revenue. Revitalization and team-building of a dispirited workforce. Planned, directed, and coordinated a Materials Department consisting of Buyers, Production Planners and Program Management in the scheduling, expediting and monitoring of the production process to ensure goals related to inventory turns, on time manufacturing (OTM), on time to commit (OTTC) and on time to request (OTTR) as well as financial performance. Identified, developed, tested and implemented production planning and materials management improvements, utilizing lean principles. Disposed of obsolete and slow moving inventory, phase-in/phase-out of materials, and the correction and maintenance of material master records. Managed a team that is in charge of tactical purchasing activities including order generation, product delivery, outsourcing, spot buys and the tactical synchronization of Supply and Demand. Utilized inventory modeling tool / procurement strategy to drive improvements in inventory turns while reducing lead times. Coordinated contract development and negotiations as well as supporting overall supply chain cost savings.

• Created Lean Six Sigma program resulting in a 15% capacity increase and 29% profitability increase within six months.

• Renegotiated vendor purchasing contracts achieving operational cost savings of $260+k within six months.

• Reorganized operations manufacturing, quality, supply chain, customer service, and contract manufacturing operations resulting in 12 % increase in supplier on-time delivery and performance, 27% decrease in waste, 8% improvement in TAKT time, and a 20% acceptance rate increase in receiving operations for a $50MM telecommunications company.

• Planned and applied lean, kaizen, and six sigma continuous improvement techniques for warehouse operations and manufacturing processes resulting in a capacity increase of 17% for a $230MM Mining Drilling Equipment company. BOMs for these drilling platforms reached over 200,000 line items. The warehouse supporting operations stocked over 365,000 line items. The challenge was to develop a standardized BOM version, standardized production and testing processes, and a standardized drawing set from which all similar drilling platforms may be manufactured with only customer specific requirements added in the later stages of production. This standardization increased TAKT time, allowed for increased production starts, shortened the overall cycle time, and increased First Time Pass Yields with decreased defects.

• Implemented lean manufacturing, supply chain management, and six sigma strategies for a $45MM fabrication Sheet Metal/Extrusion company resulting in decreased material scrap by 30% and increased production by 35%. These scrap reduction and production improvements produced over $500,000 in savings.

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U.S. ARMY RESERVE (Retired), Texas

Project Manager in charge of Corps, Division, and Brigade-sized $10,000,000-$20,000,000 multi-site, multi-state projects. Officer-In-Charge of logistics and personnel management command operations that involve planning, coordinating, or evaluating personnel and logistical actions required to support USAR command and field exercises. Planned and wrote proposals, prepared Operations Orders, and assigned and coordinated administrative, logistical, and support resources. Skilled in integrating the separate functions in planning or implementing a logistics management program. Jun 1997 - Sep 2001

• Recognized by Division and Brigade Commanders for level of excellence and “setting the standard” for project management.

• Managed project teams, resources, and milestones to ensure that projects were on-time and within budget.

• Coordinated General Officer and civilian proposals, Tasking Order changes, and expectations within the project scope.

ALLEN TELECOM, Dallas, Texas • 2001 - 2001

$220,000,000 Fortune 1000 Telecommunications PCS and Wireless telecom antenna company

Director, Plant Operations

Managed a $195,000,000 P&L multi-site international operations in Mexico and China with 220+ onshore/offshore employees. Increased efficiencies to turnaround collapsing margins due to the telecommunications industry downturn. Applied Design for Six Sigma (DFSS) to streamline the product development life cycle process and expedited new product’s 1st-year revenue growth to $10,000,000. Led strategic business development by establishing startup operations in Shanghai, China due to the rapid growth of the wireless market. Spearheaded global Lean Six Sigma and supply chain management strategies to optimize production margins, improve working capital, and inventory reduction.

• Championed business relations with international plant operations in Mexico & China; Project manager to establish manufacturing startup operations.

• Applied Lean Six Sigma program resulting in a 25% material scrap reduction, 10% TAKT time improvement, 15% increase in supplier on-time delivery and performance, and 13% increase in the acceptance rate in receiving operations.

CROUZET CORPORATION, Carrollton, Texas • 1999 - 2001

Electronic switches and controls French company ($250,000,000 subsidiary of Crouzet Automatismes)

Director, Logistics/Supply Chain Operations

Full global responsibility for developing and managing strategies, plans, programs and initiative for delivering World-Class Supply Chain performance. Developed and drove strategic plans to reduce supply chain complexity with an intense focus on improving working capital, lead-time/ inventory reduction, and customer service. Implemented supplier evaluation and selection programs, supplier negotiations, and price/costing analysis models.

• Created Supply Chain Management program resulting in 15% material scrap reduction, 50% turnaround time improvement in shipping and receiving operations, and reduced suppliers 15%.

• Saved $2,700,000 in supply chain; streamlined operations; and improved supply chain performance 250%.

• Evaluated price trends, new products and manufacturing processes.

LUMINATOR, Plano, TX • 1995 – 1999

Largest North American manufacturer of transportation electronic information display system and passenger comfort and safety devices (subsidiary of $2B Fortune 500 MARK IV Industries)

Director, Quality Operations / Customer Service, Transportation Divisions - Bus, Rail and Air

Primary leadership force in the development of international Quality and Supply Chain Management plans. Orchestrated, led, and applied Lean Six Sigma strategies to revitalize engineering, operations, manufacturing, quality, and supply chain management and execution. Created strategy to improve Customer Service response and warranty programs by establishing strong operating metrics and developing a management reporting process to utilize the metrics to drive operational improvements. Created a continuous improvement and customer-oriented culture. Implemented ISO9001/AS9100 QMS within 12 months; ISO Lead Assessor certified.

• Turned around manufacturing operations, including metal finishing and sheet-metal fabrication,, and initiated Supply Chain Management program resulting in increasing profits 500%, enabling 86% revenue growth and improving RONA 11.1%.

• Controlled and administered the overall plant ISO 9001 quality program in support of manufacturing operations consisting of a sheet metal and finishing fabrication center, an injection molding department with 30 Van Dorn and Toro injection molders (50 ton to 150 ton machines), and a multi-line assembly department for rail, bus, and air.

• Reorganized customer service program reducing complaints 36%.

• Established off-site manufacturing startup operations.

Career Note: Prior experience includes NASD Principal STONE AND COMPANY INVESTMENTS-entrepreneurial venture financial planning company. Senior Product Engineer TEXAS INSTRUMENTS, Cost Financial Analyst; Financial and Production Planning Section Manager; Quality & Reliability Assurance Engineering Section Manager – decreased DPM from 70,000 PPM to 250 PPM, increased efficiencies with $2,500,000 profit increase. U.S. ARMY, Battery Commander - recognized as the Divisional Best Company-level organization for record-breaking 7 consecutive quarters in USAREUR, Germany.

John Robert Stone • Page 4 • ********@*****.***

EDUCATION AND TRAINING

• MS, Operations Planning & Logistics, US Command & Gen Staff College

• MBA, Management & Finance, University of Texas Permian Basin

• BSEE, US Military Academy

• U.S. Army, Retired, LTC selection

• Eagle Scout

Training & Development

• Certified EIT

• ASQ CQM / Senior Member

Certified Six Sigma Master Black Belt, Black Belt, Green Belt

• Certified Lean Mfg

• Raytheon Six Sigma Specialist

• APICS CPIM & CIRM

• MCP / MCAD / MCSD

• MS Office Expert

References available upon request.

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