• Leading cost-reduction projects for purchase of indirect equipment and services.• Forecasting and managing a cost-reduction portfolio with potential savings of millions of dollars.

• Forecasted 18-month cover-glass demand, contributing critical data & analysis to Commercial Planning, Finance, and S&OP processes.• Performed bottom-up forecasting using commercial, supply-chain, and market-intelligence data.• Applied statistical forecasting methods and trend analysis to reconcile with top-down end-market estimates.• Tracked forecast accuracy and developed metrics and methods to improve both the quality of the inputs and the accuracy of the forecast.

Increased the value-proposition for new product platforms:• Developed understanding of customers’ manufacturing processes and how our products could be valuable to them.• Built manufacturing cost models to quantify the value of our products in the customers’ products and processes.• Performed value based pricing analysis, which has been used in early pricing discussions with customers.Reduced risk and increased potential future revenue by applying competitive analysis:• Performed customer and competitor analysis, and managed market study projects performed by external consultants.• Compiled and analyzed competitive data, and made recommendations regarding our technical and manufacturing position compared to competitors.• Recommendations were used by management to focus market strategy and technology development money and resources in potentially lucrative directions.

Contributed analysis and design to a Six Sigma improvement team, resulting in a more accurate forecast of manufacturing efficiency. Enabled increased sales by 4% without increasing installed capacity. This project won a Corporate Quality Award.Managed project to select, develop, and implement a long-term capacity planning system. Became division’s subject-matter-expert for capacity planning.Reduced planned capital spending by hundreds of millions using the new capacity planning tool, by analysis of potential capacity expansion projects and recommending best options.Managed technology transfer, training planners in Asia to successfully use the long-term capacity planning system. This resulted in faster turn-around of production plans at lower cost.Provided oversight of deployed production-planning tools, ensuring that the model reflected changing business objectives. This was necessary as the business shifted from rapid capital growth to revenue generation. As a result, the division was able to maximize profit in both capacity-constrained and demand-constrained conditions.

Designed assembly operations upgrade that increased capacity, reduced labor cost by 35% and material by 20%, with a payback of 1 to 1.5 years. Resolved a material incompatibility that was blocking implementation.Analyzed capacity of a glass plant, leading to annual cost savings of $100k and capital avoidance of millions. Built and deployed a user-friendly resource-optimization and capacity-planning tool for ongoing analysis by plant personnel.Collaborated with Research and Development to provide early stage manufacturing analysis on emerging technologies. Made recommendations to focus development for manufacturing cost reduction and supported value propositions for potential new-technology businesses. Made recommendations to kill development projects on products with little probability of commercial success, and to continue investment on projects with higher potential margin.Designed manufacturing layouts of three new clean-room operations for efficient location of processes, services, and material-flow while maintaining clean protocols in the least amount of clean-room space.Analyzed existing manufacturing operations, collaborated with operations personnel on operations redesign, and proposed cost and efficiency improvements.Built simulation models of ten manufacturing systems and managed simulation outsourcing on seven additional models. The simulation analyses lead to maximized capacity at least cost for new and expanding production lines, resulting in tens of millions in capital avoidance. Operation cost savings was in the millions annually. The benefit of prioritized process development was also significant.