Software selection & implementation (PLM & ERP).

Building and maintaining a robust but flexible Quality System to test and document validation results of each new qikMRP version prior to public release.

Software validation of ManufactPro (MFP) at various companies.

My past roles as VP of Operations and my 36 years of experience give me the tools to address various problems and challenges within Supply Chain, Logistics, and ERP solutions.

Representing Quality in the SAP implementation team; responsible for software validation to meet FDA & company requirements.

ASCM is an organization of Operations & Supply Chain professionals, providing you certification, education, and networking opportunities to further your career. Become CPIM or CSCP certified, participate in Lean Manufacturing workshops, and expose yourself to other industries. It's a great opportunity and enhances your resume, demonstrating your drive to improve your knowledge and skills.Visit the Greater San Jose Forum website: http://greatersanjose.ascm.orgTo join, go to www.ascm.org and select the Greater San JoseForum.

Helping a startup prepare for product launch with a search for contract manufacturer and 3PL provider

Modifying Operations & Supply Chain processes to meet SOX requirements; acquisition transition; Oracle/Fusion implementation

Cetec implementation and validation; upgrade validations

Contract manufacturing project; QAD implementation.

Implemented and validated an MRP system to help Energy MedSystems meet the challenges of 2020 and beyond.

Process mapping

Product transfer to Ametek (Milpitas, CA)

Outsourcing team member

Transferring product line after acquisition by Alcon.

Coordinating data warehouse requirements and QAD efficiency improvements.

Operations efficiency projects and ERP (QAD) implementation/validation.

Operations efficiency. Project transfer.

Operations efficiency; FG distribution; prep for Expandable ERP implementation.

Process and procedures for implementation of QAD.

Lead contract manufacturing transfer which included identifying candidates, quote processing, contract negotiations, and transfer to Ireland.

SAP implementation and data conversion.

Business process improvements regarding MFP system transactions, software change requests, and the software validation procedure/forms.

NetSuite implementation, business process mapping, procedures, data conversion, and software validation.

SAP Business 1 implementation, data conversion, and business process mapping.

QAD software validation

1. Business process improvements; 2. QAD efficiency improvements

1. Supplier consolidation of machined components; 2. supplier consolidation of sheet metal components; 3. supplier consolidation of molded components.

1. QAD efficiency improvements; 2. QAD software re-validation

1. Implementation of inventory and purchasing controls; 2. Supply chain optimization; 3. Manufacturing transfer of device to Ireland; 4. Manufacturing transfer of generator to local contract manufacturer.

1. Quality: CAPA backlog; 2. Quality: NCMR business process; 3. Purchasing transfer to contract manufacturer in Costa Rica.

QAD software validation

QAD software validation

1. Commercialization; 2. Product launch; 3. QAD implementation, data conversion, and validaiton; 4. Business process improvements

1. Production ramp up; 2. Business process improvements; 3. Supply chain optimization; 4. Manufacturing transfer to Singapore; 5. Manufacturing transfer to Minnesota.

SAP implementation, data conversion, and software validation.

Supply chain optimization

QAD implementation, data conversion, and software validation.

1. Product packaging modification and validation; 2. Business process improvements; 3. Manager mentoring

1. Implementation of inventory and purchasing controls; 2. Business processes for Operations; 3. Supply Chain optimization; 4. CER set up and validation

1. Production ramp up; 2. Established distribution system

I was hired at Aragon Surgical as VP of Operations to set up the department, process and procedures, and to determine the contract manufacturing strategy as they exited the R&D phase, preparing for full commercial product launch. The LapCap was primarily a molded device with simple assembly and packaging. I selected an appropriate contract manufacturer, negotiated the Supplier Agreement, transferred the product, and managed the program for scale up. The project was successful, meeting the launch date, inventory levels and required price.Two additional contract manufacturers were selected for unrelated products. One was a complicated disposable hand held device powered by the third product, an RF generator.Operations responsibilities included hands on management of all three contract manufacturers, Supply Chain for the products and the R&D pipeline, as well as Facilities and EH&S.The manual inventory system and elementary accounting software needed to be replaced to support the commercial launch. I determined the most appropriate ERP solution for the company (small size company with 100% outsourcing, but expected high volumes). Expandable was implemented and fully validated.

Hired as company employee number 24, leading the evolution of the manufacturing team of 4 Assemblers to a 120+ organization as their VP of Operations. We transitioned from sporadic pilot builds to full worldwide launch of three product families.During that time:o Implemented QAD and MFP software systems, including full validation.o Built and validated 3 different manufacturing lines.o Successfully transferred up to 7 new products a year from R&D into Manufacturing.o Lead the project for a complete facility upgrade to support the fast growth of the company.o Supported a customer fill rate of 100% while maintaining 9 turns. Following our acquisition by Cordis Endovascular: o Completed a 10X ramp up in 5 months.o Maintained manufacturing yields of > 95%.o Project Lead for manufacturing transfer of all 3 product families to the Cordis de Mexico facility.o Complete plant closure of Redwood facility.

I was hired to finish the acquisition transition of EPT and CVIS Supply Chain with that of Boston Scientific and corporate compliance requirements. As Sr Director of Materials, I was responsible for Shipping/Receiving, Inventory Management, Purchasing, Planning, and Master Scheduling. During that time:o Merged procurement systems and procedures of two start ups (EPT and CVIS) after acquisition by Boston Scientific. This included consolidating the two Approved Vendor Lists.o Represented EPT on the Corporate Procurement Council on supplier consolidation.o Team lead on SAP implementation, responsible for data conversion, procedures, and training.o Supported manufacturing lines with monthly volumes exceeding 11,000 units.o Led division team for implementation of central distribution warehouse.

I was hired to address problems with inventory accuracy and physical controls, and also to improve a dock to stock process that averaged over 90 days. As Materials Logistics Manager, I was responsible for all dock to stock activities to support a capital equipment production line and critical spares replacement program. Functional responsibilities for Receiving, Receiving Inspection, Chemical Cleaning, Inventory Management, Packaging, and Logistics.During that time: o Implemented a series of physical controls throughout the system to stop a high level of inventory loss. o Implemented cycle count program. o Implemented location system in all stockrooms. o Consolidated 4 warehouses into 2 for substantial cost savings in overhead/facility charges. o Implemented 7 x 24 coverage for spares support without adding headcount to reduce $50,000 per hour loss by customers in line down situation. o Implemented Customer Satisfaction Improvement Team.

I was hired to implement project scheduling and ERP systems, and address a Government property system that wasn't meeting DOD requirements. Responsibilities included Government Propery, MRO Purchasing, Cycle Count, Stockroom, Traffic, Transportation, Receiving, and Busines Systems. Campus covered 5,200 acres, as well as Vandenberg AFB and Cape Canaveral AFB. During that time: o Managed Government tooling valued at $2.5 billion o Led implementation team for Artemis (scheduling software) o Team lead for Continuous Improvement Teams o Team lead for Kaizen o Team lead for Cullinet (ERP system) o Project lead for Supplier Certification Program o Point contact for Government audits

Multiple positions in Scheduling, Master Scheduling, Spares, Capacity Planning, and Manufacturing. During that time: o The Master Scheduler for brand new program (Bradley) o Co-lead for design and implementation of Spares Management System o Lead for design and implementation of Automated Line Stores Reorder System o MRP implementation team member (MASII) o Quality Circles team lead