Description
Seeking a Senior Level Position in Supply Chain Management, Operations, Engineering, Procurement, Quality or Six Sigma focusing on Lean Manufacturing Principles, Continuous Improvement, and Leadership Development activities with opportunities for future advancementPROFESSIONAL EXPERIENCE Sazerac: Owensboro, KY Quality/Continuous Improvement Manager 11/16 - 2017 Lead Quality and Continuous Improvement initiatives for The Glenmore Distillery (over 1600 SKU's and $20 Million cases a year produced). * Managed 8 direct reports & $1Million Quality budget * Lead customer complaint investigations/initiating corrective actions * Implementation of ISO 9000 and 22000, including HACCP certifications * Drive implementation of Lean Principles: 5S, Visual Management, Leader Standard Work, etc. * Led implementation and validation of new Barton's Natural Vodka launch DuPont/Chemours: Louisville, KY Continuous Improvement Manager 9/08 - 2016 Lead DuPont Production System (DPS) integrated management system implementation including the development of people and organizational capability for effectiveness and creativity in utilizing assets and eliminating wastes. As a Multi-Site Mindset & Behavior (M&B) Lead, led the DPS Diagnostic Analysis activities (Organizational Health Survey, Deep Structured Interviews, and Focus Groups) for cultural theme development and Leadership Commitment to Change. Delivered Leadership Coaching Dialogue Training, fostering Coaching & Feedback environment. Facilitated Key Performance Indicators (KPI) development & Visual Management integration for multiple operational levels based on Business Strategy metrics (A3's) for Delivery, Productivity, Safety, Quality, Cost, & Morale (DPSQCM) * Lead Value Accelerator generating $4.5 Million savings & a Competitiveness Value Accelerator generating another $750,000 in savings in 2015 in process improvements and waste reduction * Utilizing DPS tools to lead the development & implementation of DuPont/Chemours separation workstreams for successful Chemours spinoff & post separation Operating Site Principles * Developed Standard Corporate Reportouts for site high level visitors * Lead cross functional Hidden Hazzard Kaizen: identifying 128 hand/arm hazards & eliminating * Drove project execution in VF area resulting: $3.4 Million Savings 2013, $3.8 Million savings 2012, and $2.05 Million in 2011 by leading successful defect elimination Lean initiatives/events (Value Stream Mapping, Kaizens, Point Kaizens, Value Accelerators, and Lost Waste Analysis) * Lead the design and implementation of Value Accelerator generating $1.7 Million of High Impact and $1.1M of Quick Hit Savings in 2012 & $1.5 Million of High Impact and $1.2 Million of Quick Hit Savings in 2014 - Business Process Improvements * Lead the design, development, implementation, and management of the site Continuous Improvement Process, increasing Operations generated improvement ideas by 90% * Facilitated, customized, and delivered over 50 Lean Training Sessions consisting of over 25,000 man hours of training - Leader Standard Work, 5S, Problem Solving, Coaching/Feedback * Mentor and Coach 2 direct reports and over 25 indirect Best Practice Leaders Six Sigma Black Belt Leads Six Sigma Projects to deliver to business objectives, key performance indicators applying Six Sigma methodology by leading Kaizen Events, Value Stream Mapping, Value Accelerators, and CTQ Flowdowns activities, identifying site improvement opportunities. * Implemented over $600,000 Six Sigma Black Belt project savings * Mentored over 40 Six Sigma Green Belts, with projects saving totaling over $1.4 Million Ford Motor Company: Louisville, KY New Models Launch Leader 5/03 - 9/08 Led 2008, $73 Million Superduty New Models Launch implementation of over 2,100 different part and manufacturing process changes in Final Assembly - 2 weeks ahead of schedule * Managed UAW Product Specialists * Cycle Line Layouts developed for 90% of the Final Assembly Operations * Led execution of Launch readiness activities: facility layout, maintenance prioritization and planning, operator training, and tooling implementations and modifications, to ensure timely execution of Launch readiness - achieving a launch date 2 weeks earlier than scheduled * Led implementation of Material Handling Strategy for Leaf Springs - Resulting in $5 Million savings per year Industrial Engineer/Six Sigma Black Belt - Final Assembly Led Headcount reduction and Continuous Improvement efforts utilizing Lean Tools of the Ford Production System for the 5 Million square foot, 5,300 employee Kentucky Truck Plant facility * Reduction in 160 UAW employees - reoccurring savings over $16 Million * Implementation of 3 Six Sigma Black Belt Projects saving over $900,000 a year * Balanced workloads of 260 UAW Operators - utilizing work balance boards & time studies * Led transition to new Lean, Flexible Manufacturing Facility for the 300 Operator Work Stations in the Trim Area: Resulting in a 20% capacity increase & 30% reduction in Ergonomic Red Jobs * Developed Value Stream Mapping for new model launches Cap Gemini Ernst & Young: Chicago, IL Supply Chain Consultant - Life Sciences 2/01 - 5/03 Operations Excellence / SAP Project Costing Project Project Management (PMO) Team implementing 13 different key business systems (Procurement, LIMS, Finance, Inventory Control/MRP, Calibration, Training, Weigh & Dispense, HR, Document Management) for new $750 Million BioPharma facility being built in Grange Castle, Ireland * Reallocated over $30 Million in SAP Financials resulting in waste reduction * Led project management activities: development and maintenance of Program Guide, Process and Procedures Manual, Issue Management Tool, Risk Management, Program Timelines, Status Reports, Communication Plan, and other deliverables critical to project success * Managed Project Management implementation Critical path activities for 20% reduction on time project execution * Led the planning, facilitation, and execution of Project Kickoff and Planning Session Event with over 60 client Directors and Business Owners Business Analyst on Production Planning Team Project JD Edwards Production Planning software implementation for all North American Sites * Developed Pharmaceutical manufacturing process mapping (Visio) for 11 different sites SAP Business Case Development Project Identified best in class practices and how this Pharmaceutical client rated verses its competition * Established Pharma industry benchmark for Inventory Turns vs. competitors, from 3.3 to the industry leader of 7.3, also taking working capital turnover from 5.3 to the industry leader, 13.1 * Evaluated and investigated the current and future state analysis, functional review, financially quantifiable benefits, and cost of implementing SAP to calibrate a recently acquired entity, resulting 68% ROI, realizing $18M in benefits over 5 year Eli Lilly and Company: Shadeland, IN Internship Plant Engineering 5/00 - 8/00 Evaluated Contractor Productivity by identifying areas of delay and duration. Developed a reusable contractor productivity measurement form. Contractor transportation and work permit process time standards identified. * 55% reduction in contractor delays by access improvement * Led implementation of new sourcing agreement for new contractor vehicle leases - saving $120,000 per year Allison Transmissions a Division of General Motors: Indianapolis, IN Internship World Wide Purchasing 5/99 - 8/99 Led Light Commercial Transmission Module 2 sourcing initiative for increased capacity at the new Baltimore, MD facility utilizing GM World Wide Purchasing Procedures, buying, negotiating, and manufacturing capability skills to develop purchasing contracts * Sourced Light Commercial Transmission Module 2 - $6.9 Mil savings over multiple years * Lead outsourcing study of Off-Highway Transmission production * Evaluated over 40 suppliers for 12 part numbers for Light Commercial Transmission Module 2 manufacturing capability * Lead initiative for new foreign suppliers Internship Lean Materials Management 5/98 - 8/98 Implementation of Returnable Containers based on Lean Manufacturing Principles and Supplier eligibility requirements. Identified and resolved packaging ergonomic weight issues. * Developed packaging plans for 17 Vendors - resulting in 84 part number packaging changes.
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