Brian Mckenzie Email & Phone Number

Kalamazoo, Mi, Us

Responsible for the overall Strategic flow of materials in the Medical plant. - Designing and implement process using the Kata.- Adding more automation to the Medical plant.- Reducing overall inventory leading to more of a just in time material flow.

Kalamazoo, Mi, Us

Managed the overall material flow of material in the Medical production plant. - Managed over $85m in inventory.- Managed the 3 PL relationship for the plant- Coordinating the daily movement of inventory, designing effective processes in collaboration with the 3PL. - Lead a project to launch scanning in the plant. Served as a project lead while performing daily task effectively.

Kalamazoo, Mi, Us

Coordinate the movement of millions of dollars in material on a daily basis to support production at two facilities. • Coordinated Project Badminton; the moving of the 3800 high density storage ($20 M) to Kenco. This freed up 8320 sq. ft. for production, this allow opportunities for insourcing without adding brick and mortar, additional COGS would be $38.0 M annually. • Updated and streamlined the transfer processes to leverage technology already existing with Kenco SIMS for Bill of Laden creation within SIMS.• Launched board ordering process across the entire plant to create a more structured approach to ordering of parts back to the facility for production.• Launched cycle counting program within the ERP system JDE. Using a structured ABC analysis to the counting of parts.• Leverage data loading technology that mimics key strokes to reduce the number of resources needs to key tags for Physical Inventory (40% reduction in the number of resources needed).• Coordinated the execution of Project COGS; reducing the overhead in the production units by reallocating 1,391 standard parts from Stryker Instruments overhead to the direct material cost of the appropriate finished products. The reallocation of 11% of variable overhead and 1.5% of fixed overhead to our direct material cost provides the most accurate data to enable sound business decisions on product lifecycle management. This was a 4.2% cost reduction for the business.• Coordinated a Kenco continuous improvement event, improving bin picking by 40%, 15% increase in Inbound efficiency and a reduction in two resources.• Increased Physical Inventory (PI) net accuracy to 99.8% through process improvements while completing PI in one day.• Coordinated Project Relo; the moving of the 6201 primary warehouses ($26.5 M) to Kenco. This freed up 9021 sq. ft. for production, this allow opportunities for insourcing without adding brick and mortar, additional COGS would be $35.0 M annually.

Kalamazoo, Mi, Us

Sr. Unit Supervisor Material Handling & Inventory Control • Successfully coordinated and executed the Physical Inventory for Stryker Instruments, Integrated Manufacturing, Metal Injection Molding and Electronics with a total component inventory of $59 million.• Implemented inventory quantity controls to reduce loss of sub-assemblies through the change of all travelers to work orders and the addition of a verification step. This has improved inventory accuracy of sub-assemblies 90%.• Successfully implemented a level 3 communication board, highlighting team successes and future continuous improvements to the KCO leadership team.• Implemented tighter criteria for the inventory control team’s role in quality initiated sorts; ensuring inventory control data integrity is maintained. • Successfully completed negative on hand clean up along with SF1100 clean up in order to ensure component inventory control’s data integrity.• Maintained 100% cycle count accuracy at Kenco and absolute variance consistently at 99.5%. This helped convince the internal and external auditors to leverage cycle counts for inventory control and data integrity instead of Physical Inventories. A huge win for the GQ&O organization as this reduced the number of days of Physical Inventories by one day which in turn is used from production related activities.• Streamlined the process flow for work orders on the system 7 line by collaborating with a cross functional group, moved the process of picking of controlled components to an underutilized work bench on the production line. This reduced the number of open work orders by over 75% and increased the data integrity of components on the line.• Successfully created a process for traceability of dual sourced components on the plant floor; another huge win for the organization as this helps significantly reduce the investigation time along with the scope of the finished products to be recalled during a quality issue in the field.

Kalamazoo, Mi, Us

Unit Supervisor Handpiece Unit • Direct operations with complete P&L responsibility for manufacturing units with $12 million annual absorption.• Responsible for Team Supervisors focused on business results and talent development of their respective associates (approximately 40 in total).• Leading teams to manufacture product above forecast while managing costs in order to support Instruments division growth of +23% in orders and +22% in shipments; specifically +44% growth in Heavy Duty Power Capital.• Guided cross functional support team of Production, Materials, Planning, Quality, Purchasing, and Engineering.• Improved in-line defect by nearly 50% on fasted paced, highest revenue generating (System 7) production line.• Reduced quarantined inventory by 20% ($700,000) through 2014.• Charged with the completion of a CAPA to address the systemic issue of safety glasses not being used consistently on the manufacturing floor. This was completed with a successful effectiveness check and an ongoing feedback loop to help sustain.• Worked with a cross functional group to help develop a rework bench for System 7 to more effectively return rework to the production line. This improved the return cycle time by 34%.

Sort Manager OTP, Co-location • Oversaw three operations and managed eight salaried service managers, ensuring that they adhered to the company’s policies/procedures and the respective operations were executed efficiently and effectively. • Managed the manual processing of over 60,000 packages across three operations within a tight processing window. Met inflexible deadlines in order to ensure on-time package deliveries to end customers.• Implemented system to improve safety within the facility through a well-defined system of accountability. This system defined the form of accountability based on the level of safety violation. This program was the foundation for the final system implemented across the district. This program improved overall safety of the facility by 45% leading to an award of the “Most Improved in Safety”.• Successfully planned for the operations peak season year over year, receiving accolades from district staff for an effective plan and execution. • Effectively adjusted to increased package volumes year over year.• Collaborated to develop the damage reduction program within the district which incorporated a standard training program for all package handlers and frequent audits of trailers at destination facilities with an intuitive feedback back loop. • Continuously focused on the engagement of direct reports and their direct reports through the use of surveys and reward programs. One of the facilities in the district with a low turnover in the category of package handlers.

Master Of Business Administration (Mba), Global Operations And Supply Chain Management

Bachelor Of Science (Bs), Aviation Maintenance