Eric Scherer Email & Phone Number

Lincoln, Ne, Us

David City, Nebraska, United States

David City, Nebraska, United States

Monroe, Wisconsin, United States

Manufacturing process analysis and work sequencing review.

Snyder, Ne

Manages information/work flow process improvements and continuous improvement efforts for metals fabrication and 14 employeesWorked to understand the team dynamics and workflow processes to establish credibility and rapport with a new team and see underlying waste in the process. Created the team’s daily production board and department metrics to better align focus and attention on activities throughout the day/week/month. Improved quality in the department through internal process implementation, sturdier business rules when defects are found, and buy-sell agreements with downstream customers. Focused on the development of team members through process learning and documentation. Lead initiatives on value stream mapping, process documentation, material/work/information flow mapping throughout the department cross-training planning, 5S planning and implementation, and department layout adjustments to improve workflow process and remove unnecessary waste. Provide leadership on the production floor through initiatives and helped drive improvements across other production areas by benchmarking department output standards and practical problem-solving training at a team level.• Reduced quality defects passed on to production from 1.27% to .3% and reduced internal defects by 50% per truck.• Implemented “No Incomplete Kits” quality assurance initiative, lowering rework across the plant by 17.6% in less than 30 days.• Set the standard for cross-training skills matrix, planning, and implementation for the Spartan ER division.• Provide guidance and direction towards problem-solving on daily management boardwalks across the value stream• Extended leadership role across Operations through Interim Plant Manager during Q2 2019 (selected by site General Manager and ER division President)

Snyder, Ne

Responsible for over $10 million in inventory and 24 employees and part of Smeal Leadership TeamBrought together Smeal Purchasing, Inventory, Logistics, and Production Planning teams under one department with an emphasis on coaching and team building. Work through coaching of lean principles with the team, as well as setup additional professional lean training. Provided leadership with team members to drive process review and understanding, and work towards continuous improvement with emphasis on team member development. Leading initiatives with inventory reduction and material flow management throughout the manufacturing facility, localizing sprawling inventory into department supermarkets. Working with team to improve supplier on-time delivery and review on-hand inventory quantities. Also helped support the “Pumphouse Project” initiative through extensive time-studies, notations, and value stream mapping of current state processes associated with the project.• Decreased stock inventory $700k = 11% in 8 months, launching initiatives through inventory team with active and slow-moving materials.

Snyder, Ny

Oversaw internal Sales team and configurator responsible for supplying 800 unique bids and quotes annually for 26 North American Apparatus Dealerships Identified problem in Sales value stream that was hindering Sales Dealership support. Put together proposal for dedicated team with specific roles and responsibilities for management team. Built the team around a singular goal and purpose towards ensuring Smeal dealerships around North America would receive the best possible support in gaining apparatus sales with a highly customized product offering. Implemented foundation of process documentation and continuous improvement using lean principles for the office, specifically value stream analysis and practical problem solving. Implemented metrics to drive behaviors towards the goal and eliminating process waste. Fostered leadership and process improvement in roles and responsibilities. Spearheaded the Initial Drawing Request process to help improve turnaround time and accuracy on initial quotes. The team dynamics began a culture shift within the organization and helped inspire more continuous improvement throughout the company.• Reduced lead time from 12 days to 8 days for quote turnaround time• Improved on-time delivery from 50% to 100%• Improved sales closure rate from 20% to 35%• Provided oversight of the project/team for Smeal proprietary custom apparatus configurator, Fyresoft 2

Administrator of proprietary 'Fyresoft' program, a rules-based configurator which makes selling fire apparatus easier and is tied directly to Microsoft CRM for customer relations. Designed user interface in the configurator, as well as created and maintained the thousands of rules in Cincom's Guru Modeler. Worked with dealerships, inside sales, engineering to incorporate knowledge into the program. Assisted in marketing efforts and was directly responsible for Social Media Marketing.

Worked as a Sales Administrator, specifically on the bids and quotes. Worked with the dealers in processing bids for pricing and specifications. Developed and implemented a new bid program for our dealer network, which made selling our fire apparatus easier, more efficient, and improved our in-house sales process. Managed photographing, digital video recording, and editing photos and videos to be used throughout the Smeal company for a number of different functions. Co-administrator of Smeal social media marketing and assisted with website content and review.

Snyder, Nebraska

Worked in digital record retention and with members of the sales staff to improve filing efficiency. Edited Engineering Assembly Manuals. Researched EMS compartments to set company standardization. Photographed and filed custom fire truck interiors and worked as part of Quote Writer Task Force