Ed Pfister Email & Phone Number

Bolivia, NC, US

• Led Kaizen workshop with the leadership team to identify and eliminate $1.2 Million labor and material variances, improving operational efficiency and reducing waste.
• Define the long-term vision for Operations, Planning, Supply Chain organization and develop best practice processes for the business.
• Leading four teams to reduce scrap across 100 extrusions machines and increase efficiency for 1.5 Annual Savings.

Atlanta, Georgia, US

• Responsible for 13 Global Manufacturing locations of fire hydrants, water valves, foundries, and electromechanical assembly.
• Led 1,100 -1,500 employees, supporting $3.8B in sales, developing and coaching employees/high performing teams in a geographically dispersed organization, high cultural awareness.
• Managed integration of acquisitions, global manufacturing, and supply chain operations.
• Created a Lean Six Sigma culture to drive out waste that delivered $28M cost savings.
• Define the long-term vision for Operations, Supply Chain organization and develop best practice processes for the business.
• Partner with Executive Leaders to establish Key Performance Indicators (KPI’s) and deploy strategy through Hoshin Kanri.

• Reported to CEO with responsibility for operations, supply chain, and transformation.
• Facilitated $75-$250M consumer goods company facility turnaround, and positioned facility for sale.
• Led 250-600 employees, nine direct reports, and three domestic locations.
• Applied Lean Six Sigma methods to drive cost reduction and improve manufacturing effectiveness resulting 20% reduction in labor, quality defects and lead time reduction.
• Increased EBITA by 3.8X.
• Qualified and led transition from water base paint to solvent in six months while maintaining customers’ quality expectations (project delivered on time and under budget).

• Advisory Board Member 12/17 - 3/20
• Manufacturer of fine furniture and electric/Gas fireplaces.
• Served as advisor leading integrated supply chain, manufacturing, engineering, automation, forecasting (SIOP), global sourcing, negotiation efforts, logistics, quality control, and product development for overall.
• Facilitated execution of continuous improvement projects, rigorously applying Lean Six Sigma principles to business processes to drive competitive advantage in quality, service, and productivity for electronic and.
• Developed Continuous Improvement Kaizen Leaders to drive out waste and support cost saving targets.

Fort Lauderdale, Florida, US

• Reporting to the President, and Executive Vice President of Supply Chain. Globally responsible for end-to-end strategy for manufacturing/warehousing operations, automation, purchasing, global sourcing, quality.
• Led 700 employees, 8-15 direct reports, P&L oversight supporting $770M Sales.
• Achieved $8 million in Productivity by implementing supplier development/operational excellence programs to improve operation efficiency, reduce waste, lead times, and non-value activities across the supply chain.
• Reduced DPPM from 12,000 to 2,500 DPPM by educating, standardization of processes, and training (PPAP, DFMEA, FMEA, Gage R&R, MSA, PDCA). This reduction resulted in a $4 million increase in profit.
• Streamlined returned product process that reduced lead times from 20 days to 5 days ($1.5 million).
• Decreased spare parts inventory by $3 million (60%) while collaborating with sales to build and sell excess and obsolete inventory and improve customer service level by 5%.

Atlanta, GA, US

• Responsible for 2 Manufacturing sites, 2 Distribution Centers, and 350+ suppliers in China. Based in Hong Kong, China, Responsible for Quality, Continuous Improvement, Supply Chain, Strategic Sourcing, and Lean.
• Created a Corporate Global Operational Excellence Program for manufacturing and supply chain performance improvement initiatives to improve Quality, Delivery, and Cost.
• Achieved $14 million net Productivity with our suppliers using lean manufacturing principles.
• Minimized working capital by compressing Low Cost Companies product lead-times from 68 to 60 days (8 Million).
• Reduced DPPM from 4500 to <2500 DPPM by educating and training (PPAP, DFMEA, FMEA, Gage R&R, MSA).
• Implemented standard processes across four global businesses: best-in-class supplier management processes for manufacturing, supply chain, strategic sourcing, and quality metrics.

Atlanta, GA, US

• Responsible for Global Operational Excellence for 8 Manufacturing sites, 10 Distribution Centers. Significant accomplishments attributed to these roles include:
• Introduced Operational Excellence Program for manufacturing and supply chain performance improvement initiatives to improve Quality, Delivery, and Cost across 4 groups, 21 business units, 60+ Manufacturing Sites and.
• Responsible for defining goals/targets for leveraging best practices and process standardization to deliver 5% YOY productivity within the plants.
• Delivered 3.8% net productivity (11.4M) for the Home and Family Group (5 businesses) by implementing a lean program, sharing best practices, standardized reporting and assessments, quality systems, value stream mapping.
• Reduced Lead times for Goody products from 30 to 5 days for 72% of the business (300M COGS) by creating Kaizen Events, Gemba walks, automation, flexible cells, SMED, TPM, Kanban (pull system) from the warehouse to.
• Review actual performance against standards and develop plan to improve or discontinue manufactured product.

Master Of Business Administration - Mba, Business Administration And Management, General

Bsme - Mechanical Engineering, Mechanical Engineering

Lean Six Sigma Master Black Belt

Lean Six Sigma Black Belt

Lean Manufacturing