Jennifer Sawyer Email & Phone Number

Maplewood, Minnesota, United States

Promoted to Director role to improve service and quality, reduce customer complaints, conduct dual sourcing for paper and silicone, drive product yield and productivity, reduce costs, share best practices, and supervise a staff of 6 to 9 engineers. Addressed the shortage and backorder of liners, devised a 5-year liner manufacturing strategy and technology advancement plan, and corrected significant production issues with liners that threatened profitability.Maintained responsibility for 4 liner manufacturing facilities, 2 in the US, 1 in China and 1 in Poland.• Reversed $8M in biennial losses due to catastrophic quality issues by reengineering the value stream and manufacturing coating processes, impacting $1B in global sales revenue. • Defended $50M in annual sales prompted by code reds due to supplier discontinuations or quality issues.• Delivered $3M-5M in cost savings per year in the US, China and Poland that centered on meeting with manufacturing plants, brainstorming cost-saving ideas, and driving tightly managed projects. • Saved $2.7M in costs and reduced COPQ (Cost of Poor Quality) by 48% by identifying causes of production defects and implementing six sigma projects to improve.• Reduced business risk by moving from 50% to 95% regional source of supply for liner products and by dual sourcing 60% of RM spend (from previous 20%).

Maplewood, Minnesota, United States

Assumed this strategic role overseeing commercialization efforts from a manufacturing perspective for a multi-billion $ division in the industrial adhesives and tapes area. The job entailed 80% of time spent of new product commercialization and 20% driving improvements. Managed a team of up to 15 engineers, recruited and hired 8, and promoted as many as 3 engineers annually. Determined new processes, conducted implementation, provided divisional training, and addressed manufacturing gaps while meeting target product launch dates. Provided expertise to correct underperforming product launches.• Collaborated effectively to ensure that necessary capacity planning and technology existed, enabling business growth, constantly espousing the corporate vision and translating that drive to manufacturing deliverables and action. • Exceeded IATD sales targets within 2 years of implementing new processes.• Passed 58% of new divisional product gate reviews after improving commercialization processes and integrating a Technical Quality Manufacturing Review (TQMR), standardizing manufacturing expectations for new products and processes.

Maplewood, Minnesota, United States

Recruited to this strategic role to address a multitude of concerns, deal with nearly constant crises, and partner with Korea to establish operations there and in Minnesota. Navigated supply chain issues, devised necessary testing, addressed quality issues, collaborated with Vice Presidents and line and staff employees, assisted with problem-solving and directed solutions. Managed the P&L for the Optically Clear Adhesive (OCA) business.• Contributed $190M in incremental revenue within 4 years after launching the manufacture of a new OCA, qualifying the product, scaling production, procuring the necessary equipment on a tight timeline, securing approval for capital for a new production line, qualifying samples and materials, meeting performance requirements, and establishing a previously non-existent manufacturing clean room. • Beat established factory cost targets 5 of 6 years, met inventory turn targets, and improved lines on time by improving manufacturing processes, implementing new tests to address causes of waste early in the manufacturing process, and increasing productivity through standard work.

Mba, Operations Management

B.S., Mechanical Engineering, Biomedical Engineering

Activities and Societies: President of American Society of Mechanical Engineers Secretary of Society of Women Engineers President of Kappa.