Delivering SAP S/4HANA transformations

Program Manager on a multi-year transformation that includes all global verticals and functions to integrate the two ERP systems under one umbrella, SAP S/4HANALead director on an enterprise-wide, multi-year digital transformation to implement leading S&OP processes and the SAP IBP suite at a $3.5B commodity chemicals manufacturer resulting in $12M in inventory reductions and visibility into another 86.4M lbs. ($28.3M) of orphaned inventory.At a $1.6B manufacturer of chemicals used in semiconductor manufacturing, led the global S&OP design and SAP IBP for S&OP and Inventory implementation. Integrated with FP&A (SAP BPC) to enable IBP resulting in 9% decrease in days on hand inventory and a 7% increase in on-time shipments. For the US military’s $2.1B instance of SAP used to support the maintenance, repair and overhaul (MRO) operations of the country’s weapon systems, recommended planning system process improvements, delivered a set of executive-level S&OP reports and designed a Center of Excellence (CoE). For an innovative, technology-driven, industrial products company, utilized the APQC framework to share supply chain manufacturing and planning leading practices to design standardized future-state processes for the 5 business units. Reviewed the supply chain software landscape of over 40 vendors to conduct an evaluation of 18 leading candidates which could facilitate the new production planning processes.For a cable communications and technology company’s $45 B proposed acquisition of another cable company, managed the supply chain integration activities to coordinate efforts between the functional teams. Compared the capabilities and assessed the business process maturity within the planning and logistics functions.

As the integration manager on a $7M global template ERP implementation at a designer and manufacturer of slurry pumps, was responsible for the overall functional SAP solution and the integration between the sales and distribution, supply chain and finance processes.In Glasgow, Scotland, for a fluid pump manufacturer, utilized Lean Six Sigma tools to develop process improvements resulting in a 55% reduction in the SAP Sales and Distribution cycle time. For a designer and manufacturer of slurry pumps, in addition to managing the project, evaluated the client's Theory of Constraints (TOC) manufacturing philosophy. Created a position paper stating how SAP Production Planning (PP) functionality could meet those requirements. Managed the SAP Master Data Management (MDM) project to standardize, cleanse and establish business processes for introducing new Production Planning (PP) data for an independent natural gas, crude oil and natural gas liquids energy company.For the world's largest chemical manufacturer, conducted an evaluation of 15 Sales and Operations Planning (S&OP) IT software packages. Assessed the software's ability to meet client requirements and integrate with SAP APO and BW. Determined the quantitative and qualitative business process benefits to be realized on an enterprise-wide Oracle ERP transformation project at a leading non-profit healthcare company. On an initiative to enable a designer, manufacturer and marketer of worldwide mobile communications solutions to become the merchant of record for its direct-to-consumer offerings, led the project management organization.For one of the nation's leading designers, manufacturers, and retailers of home furnishings, led the production planning team through the blueprinting phase of a global forecasting, distribution planning and sales and operations planning (S&OP) business process transformation (SAP SCM (APO) Demand Planning (DP), Supply Network Planning (SNP) and Production Planning (PP)).

In order to assist a waste management company expand its operations to include recycling, researched and wrote North Carolina green and business development grant proposals to successfully fund the company's expansion.For a real estate holding company, conducted research into the commercial viability of various investment properties.

Managed and coordinated the political activities for the 260 volunteers in the Charlotte area for the Cal Cunningham for US Senate Campaign. Activities included canvassing, rallies, phone banks, surrogate events, and speaking engagements.

At Duke Energy, on the Common GIS Phase III Project, in order to obtain sign-off on system customization, successfully managed third-party computer programmers and global resources during system integration testing. Established project-wide benchmarks and metrics for testing progress and issue resolution. Configured HP Quality Center and created reports for project management to monitor testing progress. Leveraged system requirements documentation and configuration documents to create over 750 test cases and over 75 business process use cases. For IBM's SAP APO Center of Excellence, recognized by the Practice Area Lead for directing a team of Partners and Associate Partners to streamline the software sales efforts. Key deliverables included a Statement of Qualification and a Sales Document Library, which aggregated proposals, oral presentations, and statements of work into a single repositoryAt Hitachi Metals Automotive Components (HMAC), on Project 1110, successfully lead the five FTEs on the Plan to Ship team through the design and testing project phases. As the lead of the SAP production planning (PP), materials management (MM) and master data management (MDM) team, conducted requirements gathering workshops and analyzed processes to develop clear and concise requirements documents. Conducted production planning (PP) configuration activities based on requirements. Led the compilation and formatting of legacy data. Coordinated migration and data validation

At Newell Rubbermaid, on the Catapult Project, received multiple service excellence awards for leading the planning and manufacturing (SAP APO SNP and PP) go-live activities for two of the company's divisions. Leading up to go-live, conducted Demand Planning (DP) and Supply Network Planning (SNP) configuration. Led the creation of over 50 business process use cases, scheduling of over 15 testing resources, and defect resolution for six cycles of system integration testing and two cycles of user acceptance testing. To prepare for system installation, taught SAP APO Supply Network Planning (SNP) and Production Planning (PP) classes to planners and production personnel and initiated the final legacy system shut-down and new system ramp-up activities to obtain business process owner system readiness sign-off.

Gathered and analyzed transcription and dictation patient data to evaluate process performance. Utilized quality tools including Failure Modes Effects and Analysis (FMEA), Rolled Throughput Yield (RTY), Cause and Effect Diagrams, and other Six Sigma tools to reduce the cycle time from over one day to less than half a day.

Collaborated with senior design engineers and purchasing agents to implement Windchill Product Lifecycle Management Software system, which streamlined the process of designing, approving, and purchasing laminates. Additionally, managed a company-wide project to measure cycle times in 15 work centers in order to recognize work centers that need additional resources to reduce the overall prototype development time. For work centers not collecting data, established and led successful data collection process.

At Pine Hall Brick, recognized for project management excellence by Brickyard, a leading international brick trade magazine, for managing third party Czech Republic mechanical and masonry supplies during the construction of $4.2 million kiln and dryer. For the newly constructed kiln, dried refractory brick, started production, created computer firing procedures, and trained 4 kiln technicians to operate kiln to 50% production levels. Created daily quality checks to monitor brick quality in order to maximize kiln efficiency. Additionally, collaborated with the EPA to integrate $1.2 million Hellmich Scrubber with the kiln to exceed air quality requirements. At Denver Brick (currently Acme Brick), tested and assessed poorly performing 25-year-old kiln facility. Developed recommendation that resulted in $12 million capital acquisition for client.At United Brick and Tile, division of Sioux City Brick and Tile, tested and started up new ceramic manufacturing equipment. Key responsibilities included evaluating the machinery, managing equipment start-up, assessing production capability and providing technical training.

Conducted process improvement projects for the military and medical capacitor product lines and in the kiln room for the production of ceramic capacitors. Collaborated with product development engineers on the design and processing procedures for firing capacitors used for Intel's Pentium IV chip to improve yields from approximately 60% to 99.8%. Evaluated and revised build-up processing procedures for an underperforming product line to increase yields from 0% to approximately 75%. Documented procedures to maintain QS 9000/ISO 9000 certification.