OBJECTIVE

A Work Cell Management, Program Management, Business Management, or Operations Management position at an organization needing internal process consulting, customer service, manufacturing, financial/and product quality leadership and the ability to:

• Increase revenues through implementing innovative projects and processes.
• Implement a product lifecycle from inception to delivery.
• Facilitate customer delight through continued communication and support.
• Provide proven leadership in management of subcontractors.

Goal: The ultimate success of a company through improvement of core business processes leading to market growth and customer retention.

EXPERIENCED IN THE FOLLOWING AREAS

Project Management
Lean Manufacturing
Supply Chain Management
Program Management
Subcontract Management
Facilities Management
Strategic Planning
Six Sigma Experience
Design for Manufacturing
Agile Software Methodology
IT Process Integration
Business Process Modeling (BPM)

EXPERIENCE
Lead Process Engineer: Created a tool to analyze work balancing efforts through reduction of non-value added waste from field organization to production organization based on several criteria. Performed detailed analysis on data for all worldwide regions. Identified savings of €8.5 million. Presented findings to Digital Mapping Operations Executive Team who approved of the analysis, as well as empowered an execution team to undertake the implementation phase of the project. Worked with R D, DMO, Quality and Process Engineering to create an End to End process flow for Next Generation products as it relates to Journey View product line. Provided recommendations to the Quality team on where additional quality checks needed to be performed. Presented findings to Quality and DMO regarding quality checks and wastes involved in the process. Findings were approved by Quality and DMO. Identified and elevated critical process gap in Transit POI process for Journey View. Working with team to automate the process with potential savings of 50% labor in labor hours and eliminate risk and process gap. Utilize IBM Blueworks Software in conjunction with Lomardi to gain visibility and transparency of processes in critical business projects. Key team member of NAVTEQ Lean Initiative to reduce speed to market by 50%. The following tasks were performed as part of the NAVTEQ Lean Initiative: Created current state map for Core Map projects. Collecting sample data on projects to validate baseline. Working with RDA team to synergize and align the projects in support of the development of the future state map. Co-facilitated Kaizen blitz to create project plan for implementation of pilots for establishing baselines for lean projects supporting the speed to market RDA initiative.

Confidential,Chicago, IL 2010-current

Process Improvement Manager – North America: Developed and implemented a comprehensive aftermarket program for our wind turbine service lift product line. Duties and deliverables included: development of a spare parts program to reduce service and downtime for our customers; creation of a training program, training materials, and operational manuals; development of a maintenance program for our service lifts; creation of marketing material showing our advantages over our competitors, generated a position with roles and responsibilities for an aftermarket support representative solely dedicated to customer satisfaction; implemented a project management program tracking tool for successful management of wind turbine installation. Replicated the aftermarket program internationally by working with an aftermarket execution process team in Belgium. Created several work instructions to help in the improvement of the quality of rental scaffold equipment. Developed electronic testing procedures for service technicians to verify training of new quality standards. Implemented a methodology of repairing electric cord saving the company $100,000 per year in replacement costs. Developed budget and layouts for implementing the first remote equipment service center for Safeworks. Conducted several kaizen events to develop written procedures in the areas of customer unit processing, supply chain, and rental processing, saving a combined $200,000 per year. Utilized as a critical project management resource for the successful implementation of the first ever Call Center Phone System Implementation.

Confidential, Seattle, WA 2008-2010

Senior Lean Consultant/QAD Manufacturing IT Consultant: Created business plan for new lean consulting services division. Created initial marketing materials for print media and webpage for lean services division. Created lean assessment survey which evaluates organizations from a qualitative and quantitative perspective on lean business elements. Created consultation services offering for prospective clients. Created baseline lean manufacturing presentation for education and training purposes. Conducted several lean manufacturing assessments providing recommendations and a strategic lean project roadmap for implementation of a lean manufacturing program. Created a demo script for utilization of QAD e-kanban module. Key speaker at QAD Explore National Conference for Lean assessment and how to implement lean principles. Collaborating with MES vendor for MES solutions for future clients. Implementation and training consultant for QAD MFG Pro from plant setup through shipping processes. Led the transition and implementation of the manufacturing functionality of QAD MFG Pro for a new client. Duties included training, data validation, data migration from SAP to QAD, testing, creating work instructions, and creating users with security profiles in the system. Project was the quickest implementation of an ERP system in RCM’s history.

Confidential,.Livonia, MI 2006-2008

Assistant Business Manager / Senior IT Consultant: Develop new business opportunities for Manufacturing Execution Software (MES) for Freudenberg-IT. Duties include Lean Manufacturing process consultation, tradeshow attendance, approval of all marketing material (letters, brochures, website), presentations on MES implementations for manufacturing process improvement. Project manager for several MES project implementations. Directly responsible for generating over 500K in revenue in the first year of operation. Presented speech on Traceability and Quality Reporting at National Manufacturing Week Conference 2006 in Chicago. Featured in Plant Services Magazine for article on activity base costing. Key presenter at Dialog 2006 Conference in Chicago, Illinois on how to use the SCOR model for supply chain excellence.

Confidential,Plymouth, MI 2004-2006

Senior Industrial Engineer: Assigned to the new Dearborn Truck Plant Launch Team as an Industrial Engineering resource for helping launch the F150 truck platform. Responsible for allocating operation data and processes in APT (Applications Productivity Tool) to all areas in the Trim Department, optimizing manpower utilization in the production area. Consulted with the Ergonomics Department on workstation configuration. Created a manpower efficiency proposal that saved $150K per year. Trained area leaders on the Work Group Tools software system that allows for efficient storage and utilization of electronic applications, charts, and
documentation.

Confidential, Dearborn, MI 2003-2004

Project and Program Manager for Logistics: Created the Prodelin Direct Fulfillment Process document, which detailed the roles and responsibilities of all parties involved in first ever HNS third party logistics venture. Became first manager at HNS Logistics to manage a third-party logistics vendor. Worked at vendor site for 8 weeks in order to implement industrial engineering measures to increase shipping capacity from 2,500 to 10,000 units per week. Reviewed and advised on improvements in the fulfillment processes in the areas of bar coding, documentation, metrics, visuals, and routes. Coordinated efforts to get SAP implemented. Developed shipping integrity metrics with vendor. Worked with HNS purchasing to negotiate cost savings that yielded a 15-20% reduction in fulfillment rates. Advised HNS Business Group on forecasts, run rates, and finished goods inventory levels for the program. Managed the consigned inventory location for HNS consigned material at vendor site. Coordinated domestic and international DirecPC shipments. Worked on a team that implemented SAP software at another third-party vendor located in Mexico for the DIRECTV product family. Led Bar Coding Supplier Compliance program. Efforts led to increasing compliance from 35% for one variable, to over 90% for all variables. Implementation of software lead to 100% compliance. Used as a project management and industrial engineering resource on logistics projects within the organization. Reduced inventory using customer takt time from 16 weeks which equated to the value of $24M to 2 weeks which equated to a value of $3M, reducing square footage cost by 60%.

Confidential, Gaithersburg, MD 2000-2003

Industrial Engineer: Implemented and supported all process improvement efforts in the Final Assembly and Test areas for telecommunication computer boards. Worked with test and manufacturing departments in increasing first pass yields in all final assembly test areas. Reduced defects per million 70% by creating and implementing a defects per million action plan. Reduced packout failures 90% by developing and implementing the process verification project. Moved triage process from diagnostic area to production area, increasing production capacity and reducing test work in process inventory by 33% prior to move. Supported ramp of new $100 million dollar product family by performing the following duties in the final assembly area: developed the schedule, scope, and obtained resources and equipment for the new product launch; increased the amount of test equipment in production area by 33% through increased efficiency of floor space utilization, implementing streamlined process oriented layout; created a budget for implementing the project and staying with 70% of projected costs; used MOST analysis to quote boards per hour; worked with assistants to create all process documentation and visual aids for new assemblies; and established manpower requirements for final assembly area. Maintained scrap levels below $5,000 per month goal. Led the preparation efforts for the subsequent certification for the ISO9000 and Lucent customer audits. Created and maintained all process documentation, work instructions, and visual aids.

Confidential, Auburn Hills, MI 1999-2000

Industrial Engineer: Performed time-motion and observation studies to assist in understanding the current state of manufacturing operations. Utilized results of studies to develop and implement lean manufacturing suggestions and principles in the metal assembly and steel press stamping areas. Supported the 24-Hour Clock system, which measures the uptime and efficiency of manufacturing equipment. Worked with technical support to develop queries to reduce and streamline the throughput graphic generation process from 3 hours to 1 hour (66% time savings.)

Confidential,Grand Blanc, MI 1998-1999

Project Manager: Managed several subcontractors and crossfunctional teams during the definition, development, implementation, and post-mortem phases of site construction projects. Developed goals, work objectives, contingency plans, resource assignments, cost estimates, budgets and schedules for projects. Provided strategic project management consultation as the assistant project manager of the Corporate Security Task Force Card Access Project, which developed the first ever common access card solution for global Hewlett Packard security systems. Developed database warehousing strategies to implement global card access and space utilization information for Hewlett Packard sites. Implemented the tactical portion of the PACSOP space management software system project, which increased the accuracy of tracking and reporting of space on the site by over 90% and saved approximately $150K per year. Created a new warehouse space tracking process that generated approximately $100K in additional revenue per year to the organization. Supported several project managers in core-related projects in the areas of energy conservation, space management, and computer- aided facilities management.

Confidential, Colorado and California 1996-1998

EDUCATION
Master of Business Administration
M.S., Industrial and Operations Engineering

Bachelor of Science, Electrical Engineering

CERTIFICATIONS
6 Sigma Black Belt Class Certification, December 2007
Villanova University, Philadelphia, PA

Lean Six Sigma Sensei Certification, April 2007
Villanova University, Philadelphia, PA

MOST Certification for Standardized Work Time Studies
Customer service, Danaher Business System, DBS Manager, Demand Flow, error proofing, error-proofing, Hoshin, FLOW, FMEA, Gemba, Handoffs, Heijunka, Sara Lee, John Deere, HON, Inventory, Jidoka, JIT, Kanban, Muda, Sensei, Distribution, cross dock, Toyota Parts Logistics, Dell, Nike, Toyota Parts and Logistics, Toyota Distribution, Just-in-time, lead time reduction, pepsico, ryder logistics, lead time, lean and six sigma, lean champion, lean engineering, Avery Dennison, lean enterprise, lean leader, lean manager, lean manufacturing, Lean Purchasing, lean service industry, Delphi, lean service, lean supply chain, Booz Allen Hamilton,PDCA, Shingijutsu, TPS, Transactional, valuestream, value stream mapping, value stream map, Visual Management, WIP, lean thinking, lean transformation, lean/sigma, lean sigma, lean-thinking, material and information flow, milk run, office lean, Adidas, one piece flow, operational excellence, Plan Do Check Act, PDCA, 5y, policy deployment, pull system, standard work, standardized work, Supply chain, Toyota Production System, Toyota Supplier, Toyota Way, Toyota, TPS Champion, transactional lean, Toyota Sales, Value-Stream, Johnson Johnson, Production Control and Logistics, PCandL, PCL, Warehouse, 3PL, Supply Chain Consulting, material handling