STS has been started by industry veterans focused on commercializing key intellectual property in thermal management solutions from electronics systems such as lighting and lidar to injection molding.Special focus on low to medium volume programs and applications.

Tier 1 Automotive Plastics Supplier

AAM acquisition of MPG April 6th 2017

Position created to support the high growth associated with 8 speed transmission new business awards in clutch modules and differentials. New business awards have meant that Drivetrain needed to grow from a US based multi plant footprint to an international footprint with new facilities in MX and planning for China.Was able to very quickly deliver results by double digit percentage points in order to increase MPG's competitiveness in the market place that put us in position for 10 speed business awards soon there after.Collaboration with engineering has also led to a patent application targeted at transmission differentials to allow dissimilar materials between the housing and ring gear providing the opportunity to reduce mass of the differential by as much as 1/3 of standard designs.

NAFTA Head of Procurement with oversight of 7 separate business units all of which in separate stages of maturity. Business units include technology leading exterior lighting, infotainment / telematics, exhaust, suspension business units and aftermarket business lines. Total staff of direct and indirect employees of roughly 60 personnel.Spend oversight in excess $500M in direct material ranging from electronics, chemical, metallic and plastic parts. Significant expansion in all years that includes new facilities expanding NA footprint and significant CAPEX spending.Each year demonstrated a significant new challenge starting in 2012 turning around the automotive lighting division, largest business division in NA requiring replacement of all members in management and developing a structure to manage multiple facilities. Efforts in TopGrading led to global leading results in 2013 of direct material savings average of 5%.2013 represented a year of re-alignment for Magneti purchasing in the NAFTA region. Developing a true NAFTA structure to create synergies across business lines. This includes development of a regional commodity management structure, development of business systems and processes. This includes advanced tools such as statistical modeling, clean sheet cost models, VA/VE.2014 saw significant planning and assistance for new business lines essentially in start up mode for NA such as Exhaust, Pedals and Suspension Systems. A very hands on time period for business lines without any existing structure in NA.Key 2015 assignment, Automotive Lighting division global fixed cost reduction. Goals include bottom line impact in 2015 as well as structure organizational changes 2016 and beyond. This includes significant financial analytics throughout all functional areas of the firm.

Global commodity oversight for capital equipment of silicon wafer manufacturing for solar & semi capital equipment: Total spend from 2011 through 2013 is $1.2 Billion that includes custom manufacturing oversight (CM) of proprietary technologies.Increased responsibilities include CAPEX approval, coordination of capital equipment strategy across process categories with Engineering, advanced specification development & custom automation. With this increased responsibility I was able to put into place a collaborative sourcing approach with key stakeholders referred to as Commodity Management Teams (CMT).Several direct report positions that includes capital commodity managers, MRO and a procurement engineer.Supply chain management of Samsung Polysilicon joint venture for construction of MEMC proprietary equipment.

Global commodity management for capital equipment of silicon wafer manufacturing: Total annual spend $250+ million per year.Global commodity management of indirect spend that includes MRO, professional services such as legal, engineering, IT and travel services: Total annual spend of $282 million, efforts saw an average reduction of 18%.

Commodity Business Team Manager for NAFTA tooling, electronics & nylon (PA) family of resins. Team members assigned to my commodity groups include the Director of Manufacturing Engineering, Global Sales Account Manager for GM and the Design Engineering Manager with report out to NAFTA leadership and global corporate office. Commodity business teams are assigned to develop cost reduction efforts on current business as well as develop cost innovation strategies on future business opportunities.Developed global strategy leveraging M+H LCC facilities for final build activities that reduce tooling & capital costs 40% beyond typical LCC sourcing on complex projects.Cost model development for complex assemblies or high material variation such as copper. Regression modeling for relatively stable commodities (Linear, multiple & polynomial regression expertise)Systems developed to monitor and act on financial risk in the supply chain. Advanced statistical tools deployed on key financial metrics to predict probability of financial distress, well beyond public based metrics such as D&B. Distressed suppliers have mentioned that we were the first to accurately identify their situation.

Authority included 22 direct reports over 3 shifts with a $2,000,000 operating budget.Reduced maintenance expenses as a percentage of sales by 40% through increases in productivity.Led several high profile projects that included a multi-plant asset management information system (7i) which standardized maintenance practices and data analytics to progress to predictive maintenance for best in class results. Second key project included standardizing an automation platform that drops the cost of capital by as much as 50%. The common automation platform has since been copied by AISIN part of Toyota's Kieretsu.Advanced use of statistical tools used to progress from corrective maintenance practices to preventative then predictive maintenance practices. Advanced modeling techniques even used to improve the outcome of hiring practices of technical personnel.

Assigned to new customer program of Nissan 3.5 ltr engine platform.Primary responsibilities during this time was to coordinate and oversee design for manufacturing coordination between M+H design group in France with Nissan product development in Japan with final manufacturing in US.

Six Sigma Black Belt overseeing several waves of training for North America facilities.Responsible to develop a formal Lean Six Sigma program for NAFTA based facilities. Also participated in executive level planning for global continuous improvement.Primary lean team member for new facilities and layout planning for both new Spain and Mexico plants.Significant depth and expertise in the use of statistical modeling and simulations for use in process improvement and optimization.

Assigned to the facility in Sonneberg Germany as an industrial engineer on an expat assignment.

IME3280 – Teaching advanced quality, six sigma & analytics for Engineering and Supply Chain students