Merging Operational Excellence and SAP EWM to create a system of SAP Logistics Excellence• Create understanding of the "Why and How" of SAP EWM in the business unit from the top level management all the way to the shop floor• Translating business unit requirements to IT and IT constraints back to the business unit• Strategic planning on how to elevate a business unit utilizing the unique features of SAP EWM (3-5 year)• Year-long executable PDCA plan development with system of ownership and follow-up• Standardized KPIs based on SAP EWM Transaction types - system traceability• SQCDP shopfloor boards tracking KPIs and driving solving problem on the shopfloor level• Advanced Inventory tracking and auditing using eWM Cycle Counting, Zero Stock Checks, Adhoc counting• Systemic Housekeeping reports, keeping system running correctly

Developed and implemented operational culture change plan for entire company supply chain, resulting in a streamlined process from purchasing to shipping• Business Scorecard KPIs implemented to review company health quarterly with Executive Management• SQCDP shop floor Operational Excellence and Administrative Excellence KPIs• Management Daily Routines and stand-up flash lean meeting• Strategic Year Long Activity Marathon driven by a Quality First vision• Leadership training plan – gap analysis, resources, time-line• Company Culture Book Club Discussion

• Developed and implemented strategic culture change training plan for shop floor leadership, resulting in a self-propelling problem solving and continuous improvement program:• Shopfloor Management boards (SQCDP, Planning, Hour by Hour, 8D/4D)• Leadership Standard work Routines• Gemba Walks(Safety, 6S, Waste Hunt, CIP)• Process Improvement, Lean Principles, Visual Management, Heijunka, Kanban • Results: Problems solved by shop floor directly +72%; Employee initiated improvements +53%• Supported and Coached local leadership to meet HQ(Germany) Operational Excellence standards resulting in consistently improving assessments from HQ• Worked with plant leadership to design unique OpEx solutions to satisfy local work requirements while still meeting HQ guidelines• Created and facilitated Kaizen events (1 week, 2 days or 4-8 hours) yielding improvements creating +41.2% increase in capacity and savings over $1.2 million USD in labor and cost avoidance• Drove weekly process improvement sessions with supervisors and managers on the shopfloor• Facilitated plant strategy development sessions with top leadership delivering a year long top-level week-by-week plan which aligned the entire plant to it’s North Star and yearly goals

• Relocated and Implemented a new logistics distribution center in Mason OH(ahead of schedule!)• Planned and built a brand new team from scratch in time to meet scheduled operational due dates• Learned a lot about people and cultural differences, the need to adapt and change my methods and communication in order to be successful• Developed a very important relationship with the Customer Service and Sales Organization teams, understanding how operations actions impact them, support them and our customers• Learned about the clock-like nature of automated warehouses and how to drive efficiencies from them with the warehouse team

• Supervised a team of 70 employees in New York(temps and full time)• Coordinated with remote Warehouse Manager in NY to successfully relocate warehouse to Ohio• Planned with experts in SAP/WMS from Germany to implement a new automated warehouse in Ohio, helped develop a 3 year plan including installation, commissioning, training and hiring• Coordinated Technical WMS process experts from Germany to travel to Ohio to help train new employees and created a fun and unique cultural exchange for all team members involved.• Developed skills for planning headcount, budgeting, documentation and shopfloor management

• Evaluated current warehouse processes, using 6sigma/Lean principles, and then made several recommendations for process improvements to management, including one which saved the cost of building a new mezzanine within an existing building (~$450k)• Translated Business side needs into IT requirements and interpreted IT questions to Business side decision-makers as the SAP Key user and main IT contact point with Logistics.• Helped implement initial 5s and Visual factory system initiatives in the Logistics warehouse department• Implemented and drove approved suggested improvements which were then handed off the controlled final process to new process owner