Keith Patterson Email and Phone Number

- Supervise two teams of 15+ supply chain professionals across US & European business units to achieve an average of 95% customer on-time delivery rate.- Implemented Key Performance Indicators (KPIs) to measure and monitor supply chain performance, leading to a 63% reduction in raw material spend and a 35% inventory reduction over two years.- Initiated a global cost reduction strategy leading to a 7% decrease in raw material COGS year over year.- Spearheaded the implementation of… Show more - Supervise two teams of 15+ supply chain professionals across US & European business units to achieve an average of 95% customer on-time delivery rate.- Implemented Key Performance Indicators (KPIs) to measure and monitor supply chain performance, leading to a 63% reduction in raw material spend and a 35% inventory reduction over two years.- Initiated a global cost reduction strategy leading to a 7% decrease in raw material COGS year over year.- Spearheaded the implementation of new Material Requirements Planning (MRP) software through cross-functional collaboration of IT, finance, and supply chain.- Orchestrated and executed the relocation of all US supply chain operations from Seattle to Reno within 5 months. Show less

- Analyzed and implemented MRP-driven capacity planning, leading to improved long-term headcount modeling.- Executed the development of a Master Production Schedule (MPS), improving planner scheduling efficiency by >20%.- Led supply planning via S&OP to provide data-driven fulfillment projections to global sales teams.- Introduced standard work for dispositioning and utilizing slow moving inventory, leading to additional sales of $500K.- Implemented production meetings &… Show more - Analyzed and implemented MRP-driven capacity planning, leading to improved long-term headcount modeling.- Executed the development of a Master Production Schedule (MPS), improving planner scheduling efficiency by >20%.- Led supply planning via S&OP to provide data-driven fulfillment projections to global sales teams.- Introduced standard work for dispositioning and utilizing slow moving inventory, leading to additional sales of $500K.- Implemented production meetings & GEMBA walks to streamline production processes, resulting in a 15% increase to direct labor efficiency. Show less

- Developed and implemented capacity planning and production scheduling leading to an increase in revenue of 25% per month.- Decreased sales order commitment timeline by 3 weeks, leading to OTD improvements of 20% within the first quarter.- Implemented standard work instructions for work order release and date management.

- Define planning strategies and coordinate forecast analysis through sales & operations planning- Drive strategic development projects for inventory reduction across all geomarkets (50+ facilities)- Led a 12 percent (~$50M) inventory reduction in 2019 for the Valves & Measurement segment

- Reduce Total Cost of Ownership (TCO) for treating iron across all geographic locations- Analyze failure modes and timelines of treating iron to improve inspection frequencies and maintenance- Manage sustaining projects to improve treating iron performance and life

- Identify insourcing synergies between Cameron and Schlumberger following integration close- Manage five separate New Product Development (NPD) projects for the SLB/CAM integration- Meet contribution margin expectations for Cameron Valves & Measurement division- Expand Cameron's portfolio offering to meeting SLB's ever-growing upstream needs

- Manage New Technology Development projects to meet market needs- Lead teams of engineering, procurement, and manufacturing to bring new products to market quickly and at a competitive price- Development experience in gate valves (double-expanding and slab), check valves (swing), all-welded ball valves (Cameron T-30), and plug valves (General Twin-Seal).

- Managed a team of 22 different warehouse personnel (receiving, breakdown, pullers, stockers, washers, and drivers)- Warehouse space optimization for parts that total shipments of > $30 million per month- Six Sigma best practices to improve pulling times to supplement assembly demand- Involvement with HSE department to ensure safe work environments- Scheduled cycle counts, empty bin checks, and safety checks to ensure metrics were kept in line

- Created Microsoft Access database for tracking sample inspection parts throughout plant- Created Microsoft Access database for Operator Process Control charts on post-machined parts- Scheduled/Participated in witness testings by DNV and ABS- Created documentation packages for all type approved valves- Six Sigma Green Belt project on sample inspection cycle time optimization

- Created all DCI and assembly routings for BOPs, gate valves, RAMs, and actuators- Supported Senior Manufacturing Engineer in creating twelve BOP repair routers during rotation- Designed, quoted, ordered, and scheduled manufacture/implementation of stress relief oven rack and riser pin pallet rack for post-weld heat treat- Designed, quoted, ordered, and implemented BOP welding tools to aid in flux recovery

- Electrical buyer for topside skid control panels as well as subsea SEM (Buyer code ACT)- Improved on-time delivery to 95% for my buyer code- Had a 100% closure-rate of Non-conforming part reports (NCRs) >2 weeks old- Eliminated all GRIR issues >90 days

- Designed FPR tracking card to quickly link warrantied parts to their purchase orders- Reduced "old" FPRs (>2 years) by over 75%- Created over 15 work instructions for valve room assembly and test- Redesigned assembly layout of valve room per Six Sigma guidelines

- Completed mechanical CAD design for Vascular Simulations Replicator, including 3D design of anatomical components (e.g. left atrium, left ventricle, aorta, and iliac artery)- Design, test, and implementation of the H2Grow irrigation system