Company Rank: Not Available

Average length of employment : 0 years

Average salary of employees: $75,000

	05|
Were your performance expectations clearly communicated?		0.0
Were you recognized for meeting or exceeding expectations?		0.0
Did you feel like your personal contribution was important?		0.0
Was your career path clearly outlined and discussed?		0.0

	03|
I would recommend this as a place of employment.		0.0
I believe in the purpose of this organization.		0.0
I would work for this organization again.		0.0
I feel employees are fairly compensated.		0.0

Climbers who worked at Terumo Cardiovascular Volt Services had these interests:

Books
Saving Faith	A Novel by the New York Times Best Selling Author of the Simple Truth
Magazines
ISO Management Systems	The International Review of ISO 9000 and ISO 14000 Global coverage gives you the strategic perspective you need for meeting the challenges of globalizing markets, supply chains, customer expectations and regulatory requirements.
The Lean Manufacturing Journal	How to streamline operations with lean manufacturing. How to quantify opportunities to become more profitable Unique methods for cutting waste and boosting profits. A game plan for creating a lean process at your manufacturing company Best practices.
OSHA News	Free Magazines - The One Stop Premium Source For: OSHA Health & Safety News - Meetings - Forms - Topics
Aviation Week	Filtered results from News, Companies, Products/Services & The Web in the aviation industry.
Food Engineering	FOOD ENGINEERING is edited for the cross-functional manufacturing management team at North American food and beverage processing companies.
Managing Automation	Managing Automation delivers critical information to technology professionals in the manufacturing sector.
Injection Molding	INJECTION MOLDING magazine is edited for professionals involved in all aspects of plastics injection molding.
Tooling and Production	TOOLING & PRODUCTION is a monthly publication that provides information on technology for production & Manufacturing.
Medical Device Manufacturer	EUROPEAN MEDICAL DEVICE MANUFACTURER provides current and concise information on materials, components, equipment and services.
Communications News	COMMUNICATION NEWS is edited for senior-level IT, network, and communications professional with an editorial focus on practical, real-world solutions.
Websites
The Ultimate Job Opportunities Website http://www.climber.com	This website is the best way to communicate with people to find the right job.
Aerospace Engineering http://www.sae.org/aeromag/techupdate/11-1999/10.htm	Aerospace and Technology update for AS900
UL - Underwriters Laboratories http://www.ul.com/	UL is the trusted source across the globe for product compliance.

Climbers' Joblogs at Terumo Cardiovascular Volt Services:

Job History & Challanges

10 / 2007 – 10 / 2008: I was employed by Epicenter Inc. a leader Company in the manufacture of Electrical, Electronic and Telecommunication products for the Data Storage Management. I Developed a Plan strategically to be able to deliver on time orders and to improve the MRP system from local and global demands. I executed and coordinated materials requirements from US and other countries utilizing effective supply chain elements. I Collaborated and coordinated the design, development and deployment of products to improve the company's infrastructure.

1 / 2007 – 7 / 2007: I started working for Esterline-Kirkhill Elastomers in January of 2007 as a Manufacturing Manager. I was responsible for directing and coaching a team of 60 employees. I implemented lean and supply chain programs to drive the organization into a team oriented culture. I set up their planning program to have visibility for customers, production and supplier planning and be intergraded with their current ERP system. As a value stream manager, a lean program was implemented as well to measure performances, information and material flow. The total amount at this facility was 800 employees.

2001-2006: At Plastiflex, I was a Production Control Manager, Trainer and Safety Manager. I learned and developed skills for coaching and training in lean manufacturing and supply chain. I coached and managed a team of 5 people focusing on customer satisfaction, continuous improvement, health & safety and commitment to quality. I facilitated the integration and accreditation of ISO9001-2000. We utilized QMI as our Management Systems Registration. Performed and implemented operations for several lines based on demand and takt time. Identified and eliminated non-value added actions. The total amount at this facility was 120 employees.

I chaired and coordinated health & safety, kaizen events, and 5's identifying waste to reduce cost. I regularly monitored and updated the implementation plans to ensure adherence and positive ROI. I created, analyzed and facilitated guidance utilizing value stream principal metrics to sustain and troubleshoot production flow, leveling and customer demand. I provided guidance for the planning, procurement, inventory control, logistics and supplier management.

I was responsible for the MRP and the shop floor production control, new product structure - making / updating BOM's – Bill of Materials, routings and standard cost. I implemented a continuous improvement program using input and feedback from employees. I implemented a pull system program with cycle counts, visual controls and Kanban signals. I coached, trained and provided guidance in kaizen events. We started with a 5 day event and reduced it to a 2-3 day event. The ERP system was BAAN-HP Systems.

As a Production Control Manager, I was responsible for coordinating program and activities to provide global supply chain data. In this role I was responsible for data accuracy, integrity and completeness to optimize and align current data sources from multiple ERP systems and other program systems.
In October of 2002, At Plastiflex I implemented an ERP System coupled to our Global Product Management. My responsibilities were setting up parameters for several reports in planning including batch sizes, lead times, standard cost, shelf life, min-max, safety stock, associated suppliers, plant to plant relationships, global supplier information, category codes (RM, FG, WIP, PKG,) and KPI reporting such as stock outs and other define dashboard data. I conducted scheduled cycle counts and inventory audits as well as wall to wall inventory counts.


2000: I worked for Terumo Cardiovascular as a Materials Manager through Volt Services. I was responsible for the planning, procurement, inventory control, logistics and supplier management. I was introduced to six sigma management tools in a clean room environment. Their ERP was JD Edwards-People Soft. The total amount at this facility was 250 employees.


1991-1999: I started with Schwans as a participant and a leader in Lean Management. We went through the transformation of lean and World Class manufacturing. I coached and managed a team of 60 people to ensure performance and customer expectations were met. I supervised and motivated employees to share ideas in a continuous improvement environment. I achieved TQM- Total Quality Management certification. I continuously seek opportunities to identify waste, increase production efficiencies and reduce cost. I participated in several projects which resulted in an increase on ROI.

As a supervisor, my responsibilities included; troubleshooting production flow, load balancing, planning and leveling customer demand to meet deadlines. I was cross trained in Engineering to perform scheduled TPM's – Total Preventive Maintenance. I integrated the MRO – Maintenance Repair and Operational, and standard shop floor control production planning. I participated in several kaizen events and 5's identifying waste to reduce cost. I analyzed and coordinated strategic KPI - Key Performance Indicators metrics in collaboration with QA, Compliance / Regulatory, Engineering and R&D. In 1998, I earned the CPIM – Production and Inventory Control Certification at LTU. I gained and shared knowledge to reduce inventory levels to sustain takt time and increase production flow. I increased the amount of turns from 4 to 8 and utilized the inventory only when needed. The ERP system was SAP. The total amount at this facility was 600 employees.

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