Jeff Walker Email & Phone Number

Clay City, Ky, Us

Springfield, Illinois, Us

I support the Richards Electric and Pepco OpCos using the Springfield Electric and Sonepar USA strategic roadmaps as our guide for continuous improvement.Culture change, employee engagement, teaching and mentoring, and leading by example are all my driving principles as we pursue operational success and excellence measured with key performance indicators. Success, employee appreciation, gratitude, empathy and accountability matter.

Lexington, Kentucky, Us

Banner Management Consultants provides services supporting improved operational performance. Our goal is driving value creation working mutually with our clients improving profitability while also helping strengthen their systems, processes and employees skill sets .Blessed to serve in multiple capacities while helping clients drive improved operations, employee development and engagement and overall financial performance.

Tampa, Florida, Us

Chagrin Falls, Oh, Us

I owned Operational P & L performance across (3) manufacturing facilities. My role is leading continuous improvement thru people engagement, team development, and servant leadership utilizing my professional skills and background based within the Toyota Production System. We focus upon total customer satisfaction at Mar-Bal as a total service provider. I lead teams focused upon Inventory & Scrap Reduction, Inventory Shrink, and Productivity. I also lead Continuous Improvement and Quality improvements across operations.Staff of (3) Plant MGRS in MO, OH & VA with indirect employee base of (450) employees. Report to CORP President/CEO. Responsible for Operational P & L, budget development, CAPEX projects, S & OP planning, and succession planning.• Leading Corporate Inventory Reduction Task Force ($1.3M reduction (10%) since Oct, 2019• Leading Corporate Continuous Improvement Initiative ($500K targeted savings year 2020)• Leading Plant Scrap Reduction and Corporate Gross Margin profitability teams ($350K opportunity)• Leading Operations Strategic Work Balancing efforts across (2) MFG locations

Rueil Malmaison, Paris, Fr

Staff of (7) engineers improving safety, managing capital equipment projects, and driving continuous improvement. Improved processes and cycle times via value stream mapping driven action plans. Led labor efficiency gains using value stream mapping action plans ($250K savings) Led multiple capital project(s) ($250K savings) Led Kaizen Events: fabrication, welding and assembly ($180K savings) Led Automated Guided Vehicle (AGV) implementation ($120K savings) Developed assembly line & cell architecture supporting plant-wide material delivery

Rueil Malmaison, Paris, Fr

Staff of (10) including MFG engineers & interns, supervisors and materials analysts, (100) hourly employees. Processes included welding, subassembly, manual and semi-automated final assembly. Owned all business unit metrics. Reduced Scrap 20% in welding & painting ($50K savings) Improved labor efficiency 10% in welding ($60K savings) Reduced Work in Process Inventory 20% Owned manpower hiring, training, and overall planning

Rueil Malmaison, Paris, Fr

Staff of (10) engineers. Responsible for customer quality, Quality Management System, MFG & Design engineering liaison support, new product launch, capital project management and Lean continuous improvement. Led Plant customer 8D responses & return analysis, achieved annual 5% defect rate reduction Site Six Sigma champion; mentored project leaders ($100K scrap reduction savings) Developed Layered Process & Product Audits, Quality Alerts (made SE Corporate standard) Plant LEAD ISO Auditor: Quality Integrated Management System (ISO9001, 14001 & 18001)

Staff of (10) supervisors & molding process engineers. A 75,000 sqft. site, (225) non-union employees. Processes included injection molding, painting and assembly. Interior assemblies supplying Ford, DCX and GM. Annual sales $25 mil. Reduced molding & paint process scrap 5% ($50K savings) Improved equipment cycle time and labor efficiency 5% ($100K savings) Improved safety egress in work cells via WIP reduction, 5S MGMT, and revised material flow Led TS16949 ISO 9001 plant audit, Led Customer 8D responses AT CUSTOMER SITES

Staff of (10) managers. A 300,000 sqft. site, (550) union employees, Processes included rubber mixing, metal preparation, & injection transfer molding. Automotive NVH parts supplying Ford, DCX, and GM. Annual sales $140 mil. Owned plant P & L, budget, all metrics across safety, customer satisfaction, efficiency, and inventory Reduced inventory stores and WIP storage 10% ($1.2M) Initiated plant roundtables, a 5S program, and Ergonomic and Safety teams Negotiated a new collective bargaining agreement eliminating “piece rate pay,” ($250K savings

Stockholm, Se

Staff of (10) supervisors and process engineers. A 120,000 sqft. site, (450) non-union employees. Processes were structural foam molding and assembly supplying safety products to Ford, DCX, GM, and Nissan. Annual sales of $135 mil. Reduced molding scrap 10% ($150K savings) Improved labor efficiency in molding 25% ($400K savings) Implemented an employee Idea / suggestion program Led 5S Blitz events, co-developed plant Kaizen and TPM events, trained event leaders Led corporate BEST PRACTICE TEAM, awarded for “Molding standardized work”

Masters, Business Administration

Bachelors In Science, Organizational Leadership / Industrial Engineering

Bachelors Of Science