Derek Andrjeski, Pmp, Csm Email & Phone Number

La Crosse, WI, US

La Crosse, Wisconsin, United States

Making A Way Transport is a Non-Emergency Medical Transport (NEMT) company in La Crosse, Wisconsin. We provide over 25,000 door-to-door Non-Emergency Medical Transportation (NEMT) trips per year for private patient, managed care, and special needs clients across the Coulee Region.- 51% YOY Revenue Growth- Achieved 97% On-Time Delivery (+/- 15 minutes) by.

La Crosse, Wisconsin, United States

La Crosse, Wisconsin Area

Principal Program Manager leading multi-location, cross functional teams to deliver new Commercial HVAC products to market through a structured stage gate process. Responsible for meeting specific customer requirements, program goals, timelines and budgets. Full project P&L accountability for all NPD activity through product launch on projects up to $10M.

West Salem, WI

• Executive Team Member responsible for overall strategy, growth, profitability and employee engagement of $80M Hardwood Lumber Company. Director of Operations responsible for driving improvements in plant operational.
• (On the business) Coached executive, sales, operational and support Strategy Deployment resulting in goal alignment across all facets of the business generating 23% revenue increase, 6% margin increase, and 10% net.
• (In the business) Manage for Daily Improvement operational cadences reduced material backlog by $1.13M over 4 months in 2016, summer inventory from $2.85M to $1.20M in 2017, and increased turns from 3.25 to 3.99 (20%.
• Introduced Employee Engagement as an annual, quantifiable metric of employee discretionary effort and led efforts to increase score from 77% to 85% in one year in 130 employees across sales, purchasing, operations and.
• Implemented team-based problem solving at executive through hourly levels that revolutionized problem awareness (reason for action and target metric), solution effectiveness (root cause problem solving), and employee.
• Quality initiative decreased customer-facing defects from 7.5% to 2.5% in six months across all mfg facilities in 2017

La Crosse, WI

• Apollo Core Team manufacturing member responsible for gap closure on total site productivity stretch goal of $13.75M in 2015 and $33M in 2016. Change agent responsible for mentoring plant leadership at all levels using.
• Selected above 76 peers and superiors to represent La Crosse manufacturing on the Apollo project which achieved stretch goal of $4.0M incremental productivity over $9.75M AOP target in 2015 and on pace to decrease VAVE.
• One of three change agents that coached La Crosse manufacturing to the ‘2015 Most Improved Operational Excellence Site Award’ due to Staff/Leader coaching, MDI maturity and expansion, RIE execution, and 9 step problem.
• Strategy A3 coach for 17 cost centers resulting in $425K additional productivity above Value Stream transformation plan
• Identified, championed and standardized customer facing lead time reduction from 7 to 6 weeks, a 14% reduction in 7 weeks
• Coached steering committee on Value Stream KPIs from 28% to 71% over 7 months in 2014, an improvement of 43%

Clarksville, Tennessee Area

• Production Manager of a 280 person, multi-shift, union, manufacturing team and staff of 9 including support functions of engineering, quality, and operational excellence producing products to the commercial HVAC.
• Actively solved hundreds of employee problems by instituting Manage for Daily Improvement walks in 12 assembly departments that reduced overtime 53% YOY ($153,235 direct labor savings) by measuring target attainment.
• Exceeded safety performance goal by 37%. (TRIR 1.1 & LTIR 0.0)
• Met and exceeded all monthly scheduled forecasts over 6 month tenure while increasing on time delivery from 95% to 97%
• Weekly, monthly and quarterly employee engagement strategy raised the average employee engagement pulse score by 16 points

Clarksville, Tennessee Area

• Operational Excellence Coordinator responsible for teaching, mentoring and guiding plant and production leadership on $215M light commercial HVAC product line to drive lean cultural transformation and daily management.
• Customer lead time reduced from 18 to 4 days, a 78% improvement in 18 months that increased share by 1.25% in 2012 ($2.7M)
• Developed an employee risk mitigation process that lead to YOY improvements in LTIR and TRIR of 93% and 24% respectively
• Facilitated 22 one-week kaizen events from February to December 2011 with realized benefits of $1.139M in labor productivity
• Lead 2012 warehouse transformation team responsible for converting non-continuous inventory to a perpetual inventory system which included bar code scanning, plan for every part, safety stock calculations, visual.

Clarksville, TN

• Responsible for managing production lines by coaching, mentoring, and leading 80 production employees to achieve objectives in all areas of safety, quality, daily production rates, and continuous productivity.
• Voluntarily coached six V2 work leaders, two work group coordinators, and one production leader in the A3 problem solving methodology, problem selection and cross-shift coordination in conjunction with sponsors to.
• Proven supervisory experience that overcame approximately 35% turnover on two separate occasions due to layoff while maintaining production output at or above first shift levels

• Project Engineer responsible for integrating the various engineering, scheduling, procurement, purchasing, and construction aspects of a project in accordance with contractual obligations.
• Assisted the project manager on five Government request for proposal (RFP) responses to include descoping, material and service procurement, competitive bid management, and construction planning assistance resulting in.
• Designed, resourced and coordinated the marketing and promotional initiatives behind three regional events including the Fort Carson Sustainability Conference, Peterson Air Force Base Green Grid opening and University.
• Initiated, nurtured and maintained strategic relationships with two small, disadvantaged businesses in an effort to expand company procurement capabilities at Fort Carson, Peterson Air Force Base and the United States.

Fort Lewis, WA And Fort Carson, CO

• Company Commander responsible for training deploying U.S. Army, Air Force and Navy Transition Team soldiers.
• Primary trainer and event coordinator for 11 days of soldier training for four rotations of up to 125 personnel; commended by Brigadier General Yarborough as “able to accomplish fantastic training results in a money.
• Created a support platoon concept in the Battalion that reduced logistical coordination for unit training from 3 days to 1 daySecond-in-command of a 186-man Headquarters Company. Responsible for the maintenance and.
• Performed 400+ combat operations to include mounted and dismounted presence patrols, cordon and searches, raids, counter-mortar patrols, and IED sweeps without injury to one member of the platoon in 12 months of combat

Bachelor Of Science - Bs, Engineering Management

Bs, Engineering Management