Erica Davis Email and Phone Number

Sr. Operations Manager - ES- Mission Networks (Melbourne, Florida, Ottawa, Canada, Ohio)

Coca Cola Refreshemnts – Florida (Lower Southeastern Region) August 2013 - PresentRegional Operational Excellence Leader/Regional Operational Excellence ManagerResponsible for leading the Lower Southeastern Region focusing on business process improvements through the implementation of synergistic initiatives that support CCR’s integrated work; responsible for engaging (coaching, mentoring, and developing) employees at all levels to include Director of Manufacturing, Regional Plant Managers/Plant Leadership Team’s, SOEL’s (Site Operational Excellence Leaders) and Front Line Associates on Operational Excellence tools that support, business, leadership, technical and process improvement opportunities throughout CCR. Committed to coaching the Lower Southeastern Region to make “Data” driven decisions focusing on eliminating waste, improving and simplifying processes, improving quality, and continually reducing the total cost of ownership.Top Notable accomplishments FY 2013 include:• Helped All plants in the Lower Southeastern Region to the successful implementation of TPM Phase I FY 2013• Assisted Lower Southeastern Region with exceeding PI Project Savings of $3.1MM target, achieved $3.7MM FY 2013• Helped Lower Southeastern Region Plants Improve USLE Unconstrained System Line Efficiency) by 6% (60.5% to 64.2%) FY 2013•Helped Lower Southeastern Region Exceed the Customer Complaints goal by 23% (Goal 2.32, Actual 1.89)Top Notable Works in Progress FY 2014: • Responsible for Assisting the Lower Southeastern Region Plants with the successful implementation of TPM Phase II• Lower Southeastern Region Currently Exceeding 2014 PI Goal ($2.380MM Goal YTD, Actual $2.485MM YTD)• Lower Southeastern Region Currently Exceeding 2014 USLE (Unconstrained System Line Efficiency) goal (60.85 Goal, Actual 63.07%)• Responsible for Assisting with Development/Facilitation of Six Sigma Tollgate Review Process

Black Belt/Lean Master Consultant – LeaderServes as a process improvement expert for Texas Oncology by training, mentoring, coaching, and developing Texas Oncology leadership, as well as practice employees, to include physicians on Lean/Six Sigma tools, and philosophies. Responsible for oversight and strategic direction with regards to lean/six sigma for all Texas Oncology practices at the operating unit level. Responsible for establishing performance improvement metrics and measurements for Oncology practices within Texas Oncology... Responsible for using the pre-established metric data/measurements to help leadership make data driven decisions that will improve customer satisfaction, practice performance, and profitability. Responsible for project selection, making sure projects are aligned with performance improvement objectives (Hoshin Kanri planning). Responsible for facilitating change management, and project outcome implementation. Responsible for promoting and participating in outstanding customer satisfaction. Currently working with the Director of Accounts Receivable, and the Executive Director of Revenue Cycle for Texas Oncology to improve the revenue cycle for all Texas Oncology practicesProjected cost savings $3.5MCurrent Major Project: Texas Oncology Revenue Cycle• Standardization of work flows (PFD’s Value Stream Maps)• Automation and Centralization of pre-visit work (insurance verification, charge entry, account follow-up and new patient intake• Formalizing procedures, competencies, training, and job descriptions• Embracing Technology• Driving Physician Satisfaction• Monitoring Key Performance Drivers • Establish Financial Quality Coordination Process (regulatory and coding compliance, defects/denials with regards to internal rejections as well as payer rejection (Value Stream Maps, Gage R&R, SIPOC, CPK’s, PFMEA’s, all applicable lean/six sigma tools

MANAGER, MANUFACTURING, COMMERCIAL SYSTEMS 2010 to PresentDrive development and implementation of production area activities to ensure timely, high quality production while maintaining lowest costs and meeting quality requirements on schedule. Oversee $12M in revenue and supervise 30 cross-functional employees. Provide expert feedback on production introduction, equipment efficiency, materials supply constraints, schedules and staffing requirements to comply with product objectives. Serve as operations leader for major production systems including Government and Commercial system aviation displays, communications and navigation subsystems, traffic surveillance systems, and weather radar systems. Liaise between manufacturing, program management, and engineering. Facilitate weekly meetings to cadence progress of issue resolution, ensure accountability for performance improvement, and recognize outstanding team contributions.- Spearheaded comprehensive Lean plan to that generated $1.5M in cost savings with value stream mapping for manufacturing and business process optimization. - Reduced operations lead time by 64%, product cost pool rate by 15% and overtime by 66%. - Improved receiver card test yield by 30% and WxR card by 33%.- Launched Black Belt ICT test yield improvement project; resulted in $150K in cost savings and reduced ICT lead time by 30%.

BLACK BELT / SR. LEAN CONSULTANT, GOVERNMENT SYSTEMS 2009 to 2010Orchestrated continuous improvement initiatives and facilitated cultural and strategic change across operations, engineering, and subcontract departments in Richardson facility. Led lean transformations served as spokesperson and subject matter expert relating to policies, programs, capabilities, and long-range goals and objectives. Executed Enterprise-Level Value Stream Mapping and Analysis, using VSMs to identify opportunities to coach and mentor. Provided expertise on process improvement, organizational redesign, change management projects, and performance measures for both operations and transactional environments. Coordinated training programs and coached green belt candidates. Demonstrated application of continuous improvement methodologies including Value Stream and Process Mapping, SIPOC diagrams, lean problem solving techniques, HPWS, and Six Sigma. Contributed to development of new concepts, techniques, and standards. -Facilitated VSM’s, Kaizens, Black Belt Projects, and “Just Do It’s” for Manufacturing, Material and Supply, Engineering, Subcontracts, and Service divisions. -Reduced stock room lead time by 33.6% and operations lead time by 26%; generated $2M in cost savings.-Architected KPI’s, assessed progress, and established cadence reporting on performance goals.-Expanded production floor space by 4K square feet and instituted engineering cable design process.BLACK BELT / SR. LEAN CONSULTANT, GOVERNMENT SYSTEMS CONTINUED… -Performed complex systems process analysis to demonstrate impact on current and future business.-Slashed operations cycle time reduction by 10% and increased transactional on-time delivery by 25.67%, saving $500K.

Sr. Manufacturing Quality Assurance Engineer, Government Systems Richardson, TX Lead and facilitated a black belt project for the TN-500/RC-5800 product line. Exercised ISO knowledge.-Realized rework cost savings of $42K (low volume, high mix facility).-Increased module first time pass yield by 30%.-Implemented a quality capability plan for the TN-500/RC-5800 product line, which yielded a 5.4% improvement in customer satisfaction (89.6%-95.0%), and achieved 100% on time delivery.Buyer, Commercial Systems Melbourne, FL Purchased commodities of crystals, oscillators, filters, and plastics for commercial navigation and RF communication product lines.-Overhauled cable transition process and migrated cable production from Florida to Mexico facility.-Improved supplier on time delivery by 20%.-Streamlined SSA part approval and cut part approval process time by 50%.-Improved engineering specifications for supplier drawings to improve material availability/flow. -Completed attribute Gage R&R on Supply Chain Quality Engineers to ensure consistent material disposition codes were used; developed definitions for material disposition codes. -Improved Supply Chain Quality Engineer material disposition agreement from 25% to 95%.Manager, Manufacturing/Master Scheduler, Commercial Systems Melbourne, FLLed ALT and VIR product lines with oversight for assembly, inspection, repair, and test activities with $12M in sales.-Achieved monthly production schedules equating to ~ $1M in output.-Instituted pull to finished goods system; reduced finished goods inventory by 30%.-Implemented fixed bins; reduced production cell inventory by 15%.Manufacturing Production Control Specialist Cedar Rapids, IA & Melbourne, FL-Created production schedules for Aviation Display product lines in line with demand planning.-Developed customer returned goods lean value stream process improvements; depleted repair backlog from 700+ to 350.