Responsible for managing supply chain cost out and localization projects. The initiatives involve leading global supply chain projects to achieve direct material cost out and localized supply of critical components to position the Hydraulics business to higher level business goals and objectives. The projects initiated, planned, controlled, executed and closed within a program portfolio management approach. Execute projects with multi-functional teams using standard Eaton project management processes. • Partner and collaborate with external suppliers, commodity managers and buyers, supply development engineers, manufacturing plants and engineering globally.• Problem solve, deal effectively with conflicts and roadblocks, escalating as required.• Assess supplier manufacturing capability to meet drawing and specification requirements.• Negotiate price with suppliers to meet and exceed target costs.

Executed business operations initiatives involving multiple methods of cost savings and sourcing of products and materials across US and China facilities. Led teams with members from broad range of departments including Supply, Engineering, Finance, Quality, Product Managements, and Customer Care. Managed all facets of project including scope, timeline, daily accountability, budget, risk mitigation, and management reporting.

Implemented new business initiative, leading conversion to lean enterprise culture throughout all facilities in US, Europe, and China. Utilized multiple lean techniques and tools to instill a culture of waste elimination.• Oversaw effective monthly monitoring of progress in each facility on the journey to lean business culture including implementation of lean tools such as 6S, Standard Work, Visual Management, Value Stream Mapping, Single Piece Flow, and Takt Time.• Developed training program, and educated 300+ US and EU personnel on lean business practices and tools with proven impact on operations displayed by implementation of programs such as 6S in manufacturing and office environments as well as multiple visual management tools including production status, Kaizen and Hoshin Kanri reporting, Customer Care performance and a manufacturing employee improvement program.• Led Lean Kaizens, driving business process improvements.o Established new Hoshin Kanri X-Matrix method for overall strategic planning, creating a clear vision for entire company to see goals, progress, and areas needing focus for improvement.o Managed numerous Value Stream Mapping improvement projects including QA and Customer Care non-conformance reporting and enhancement of busiess processes for top product line responsible for generating $200M annual revenue.o Implemented on-time delivery metric resulting in consistent measurement of supply performance.• Served as member of parent company Lean Council which developed standardization of Lean tools, training, and implementation of the lean program in all businesses for expedited effectiveness.

Directed projects affecting OEM business unit products and strategy to deliver results within budget and maintain timelines with available resources. Assisted with product design troubleshooting and testing. Managed design changes to existing product lines to increase margin.• Worked directly with OEM customers (Dell, HP, and Lenovo), Engineering, and Supply, executing new product development of custom designed products based on requested specifications.• Performed cost analysis on potential electrical and structural design changes, identifying best solution and managing implementation of $200K cost reduction.• Developed product market analysis, discovering design and features most important to OEM customers for largest market impact.

Provided support of all quality related initiatives throughout business with emphasis on establishing a quality program to ensure product integrity at a new start-up manufacturing facility in China.• Established quality control plans (Incoming, In-Process, Outgoing) and test methods for new product introductions, coordinating standardized inspection processes between all US, European, and Chinese manufacturing operations.• Improved Chinese facility product quality through implementation of quality tools such as SPC, DOE, GR&R and Process Capability.• Participated in Chinese supplier audits and quarterly business reviews, improving quality of material supply stream, coordinating implementation of quality assurance initiatives in factories for enhanced product value and reliability.• Led and participated on teams involving Oracle ERP enhancements, set-up and customization, documenting needs and defining system requirements, creating test scripts and leading test teams, producing training and ISO process documents, and educating employees.• Managed corporate process development and documentation projects which supported the business’ initial ISO certification and continued compliance including Engineering Change Orders, Failure Modes and Effects Analysis, First Article Submission and Inspection, Incoming Material and Supplier Inspections, Supplier Qualification and Supply Chain Management.

- Created new and enhanced existing manufacturing processes including product assembly, inventory control, equipment design & testing, supply chain management, welding and safety - Led cross-functional teams on Lean Action Workouts, Kaizen Blitzes and 6 Sigma projects – lead time reduction, 5S, cellular manufacturing, plant lay-out and ergonomics- Manufacturing and facilities equipment procurement- Product routings creation and maintenance in ERP system- EHS Committee Leader – headed safety and environmental improvement projects, promoted and tracked progress on other team members’ projects, performed safety audits, reported safety statistics and activities to management team and production personnel