Josh Copeland Email and Phone Number

- Worked on competitive comparisons between our products and theirs.- Performed visits to regional sales offices to meet our sales team and show our improvements and services.- Helped create dashboard for our quick-ship offering to make for easier information sharing amongst the sales team.

Responsible for Accessories Materials Team as an interim assignment while new roles were being recruited.Key activities included: - Establishing a clear vision for the group: Order Dating - Purchasing - Receiving - Scheduling - Material Flow - Inventory Control - Shipping Results: Order dating: Established process and created standards. Created new position to use STD Work. Purchasing: Using PFEP, helped dial in inventory levels. Established new processes to help buyers. Receiving: Helped team document reduction of demurrage charges and remove barriers. Scheduling: Created and improved scheduling tools for efficiency. Removed redundancy. Material Flow: Facilitated multi-step flow improvement and process mapping to give ownership. Inventory Control: Improved cycle count reporting file, updated and documented process for OSMI. Shipping: Created new reports to help team with location efficiency and material requests. - Improving engagement within and amongst the greater team Helped to improve Gallup Q12 score from 2.86 to 4.06 - Create standards and processes for stabilization and sustainment of new activities - Improve business metrics across all areas through implementing MDI at key areas

Help lead lean transformation of GJ/Ives/Zero business that resulted in doubling the business revenue within 5-6 years. While in this role, I helped lead various projects such as:[Kaizen Events] - Improved Units per Operator Hour (UpOH) in the Push/Pull work-cell - Improved UpOH in the Flushbolts work-cell - Improved UpOH in Shipping department[New ERP Implementation] - Financial auditing between existing (KBM/AS400) and new (Microsoft/DynamicsAX) systems - All lean setups including Item Allocation Keys, Kanban Rules, Lean Schedule Groups, etc - Data integrity auditing and problem solving[Acquisition and implementation of the Zero Brand] - Lead manager/owner over flood barrier systems - Lead manager/owner over adjustable head and jamb work-cell - ERP setup of parts and flows[Value Stream Analysis] - Led and facilitated multiple VSAs using various tools like Value Stream Mapping, Process Flow charts, the Kano Model, SIPOC, etc

Responsibilities over approximately 45 people in the Glynn Johnson / Ives business. We cover Butt Hinges, Kick plates, Push/pull plates, Continuous Hinges, Pivots, Coordinators, Hospital Latches, Flushbolts, and Overhead Holders.

Manage assembly processes and team while supporting the shipping department, as well.

- Develop section budget (approx. $2.2M in revenue, FYE13)- Track, maintain, and report on monthly financials- Set up action plan to improve on safety, quality, cost, and productivity for entire business unit for FYE13- Supervise and develop two Group Leaders and their teams- Interview, assess, and control the hiring of new employees and all temporary associates- Keep open communications and maintain good relationships with customers up and down supply chain (Subaru of Indiana Automotive, Toyota Motor Manufacturing of America.)- Improved effectiveness and scope of section’s safety committee

- Supervised, trained, and worked on development of 10-12 team members- Responsible for keeping accurate employee attendance and performance records- Updated monthly KPI (Key Performance Indicators) used to track quality, safety, and productivity- Heavily involved in Kaizen (Continuous Improvement) activities

- Assisted 4-5 team members in completing daily activities- Environmental Leader for ISO14001 program- Led Safety Committee, Quality Circle, and ISO Team- Participated in Kaizen activities

Sequenced parts JIT for automotive facility with a focus on quality and accuracy