Erik Thompson Email & Phone Number

Kirkland, Wa, Us

Hawthorne, California, Us

Hawthorne, California, Us

Hawthorne, California, Us

Hawthorne, California, Us

Hawthorne, California, Us

Hawthorne, California, Us

• Developed Tableau dashboard using SQL to highlight MRP to shop floor disconnects, resulting in rapid resolution for correcting material planning requirements• Significantly improved capacity planning methods by enhancing scheduling tool to forecast and prioritize future work orders, along with managing requirements and timeline for MRPII implementation across the company• Reduced WIP costs by $2.1M (-36%) through identifying and closing top stagnating work orders across 3 resources• Managed Kanban pull system implementation in our machine shop to streamline material flow, reduce WIP, meet takt, and ultimately increase throughput for engine turbo pump assemblies by 30%• Reduced ~$50K yearly transportation costs and reduced WIP idle time by ~1000 hours yearly through optimizing production plans for 100+ materials• Increased Factory Scheduler usage by 300% by leading company-wide education efforts and implementing system enhancements through coordination with our enterprise information systems team.• Steered production and supply chain leadership decisions by creating data analytics that show both historical and forecasted performance to plan using regression models

Arlington, Va, Us

Responsibilities: Improve 787 Dreamliner production schedule and capacity, analyze production performance trends, and execute lean process improvement to improve cycle times.• Successfully managed three cross functional Fuselage Join improvement projects worth $2M annual savings where I implemented automated shim machining, electrical engineering design change, and a major tool re-design • Facilitated value stream mapping workshop for Post Join Systems team, in which we assessed current performance gaps to future takt time requirements, utilized root cause analysis, and identified 25+ hour savings • Reduced Wing Join annual rework by 168 hours yearly through planning and leading a collaborative improvement workshop to analyze rework data, capacity constraints, and create an optimal tool maintenance process flow • Utilized problem solving model techniques to lead workshop to finalize airplane alignment process documents in support of a common build initiative across multiple 787 Final Assembly production facilities • Implemented Fuselage Join optimization model by developing precedence network including analysis of sequence, duration, capacity, and critical path for 550+ tasks

Arlington, Va, Us

• Led team of 18 mechanics where I took full responsibility of driving performance to plan and ensuring my team had the resources necessary to succeed

Chicago, Il, Us

The Western Washington University APICS Student Chapter is dedicated to providing our members with quality educational and professional development opportunities in resource management, operations and lean manufacturing. The chapter provides resources to help its members develop internship and career opportunities as well as inspire and add value to their current educational objectives.Responsibilities:• Lead 70 students in increasing knowledge of supply chain and operations management • Develop and maintain long-lasting relationships with industry professionals• In charge of a team of six that plans and executes weekly club meetings• Main liaison between student chapter club and industry representatives• Present status of student club to MSCM Advisory Board committee• Collaborate with other CBE clubs to create a closer business student societyAccomplishments:• In charge of planning and facilitating the Young Professionals Panel, which was nominated for “Most Collaborative Event” and “Most Outstanding Event” by the WWU Associated Students

Arlington, Va, Us

Responsibilities: Create, maintain, and enhance manufacturing schedules by understanding the entire 787 build process, analyzing engineering job sequence and duration, optimizing schedule efficiency and capacity, and executing lean process improvement to improve flow.Accomplishments:• Eliminated cargo floorboard damages by 95% with $120,000 savings per year through a 3P workshop where I designed and implemented a rework reduction plan with my cross-functional team and Shingijutsu Sensei• Reduced travel time by 48% and cycle time by 44% for the wing aileron installation by planning and executing an accelerated improvement workshop (AIW) • Optimized utilization of available labor hours by 20% by managing a project to develop best practices across all industrial engineering teams for analyzing manufacturing headcount• Ensured success and readiness to meet major milestones for the 21 day rate increase by identifying efficient integration methods through a value stream mapping workshop• Reducing smoke barrier rework by 75% through enabling an engineering tape redesign by increasing visibility of unit hours spent on rework• Analyzing quality technician methods for job buyoffs and developing a plan to improve response time• Utilizing root cause analysis for jobs consistently behind schedule and developing proactive measures to improve flow time

Arlington, Va, Us

Responsibilities for Materials Management Organization: Analyze the 747,767,777 tool services operating business with the goal to improve tool material request (TMR) processes. Through analyzing the entire TMR process, I achieved and exceeded multiple goals set by my manager. These goals were to: improve operations in the tool services area, increase accountability and improve communication with our vendors, decrease lead and touch time for receiving parts, increase the traceability of parts due to an exceeding amount of lost orders, and standardize the open order report for backlog orders.Highlights:• Prevented $50,000 in annual costs due to lost tools while reducing re-work time for my team by 85% through implementing an inventory tracking system • Decreased tooling lead time by 80% by analyzing material life-cycle and time studies to streamline flow• Increased supplier on-time delivery by 15% through resolving ERP system issues using root cause analysis and working cross functionally with an information technology team to automate solutions • Increased supplier accountability by creating a standard follow-up procedure for 400 purchased tool orders through improved communication with suppliers and customers