Kenneth Sexton Email and Phone Number

 Lead a team of six Planners in a “Hi Mix, Low volume” environment while working cross-functionally with Customer care, purchasing, and operations daily to best optimize resources and ensure on time Delivery to our customers Work cross-functionally with manufacturing and Finance to reduce set-ups and improve Customer OTD Collaborate with planners daily to maintain an overall 97% OTD to our Customer Promise Date. Member of the Oracle implementation team from 2017-2019. Maintain the “Master Open Orders” schedule for the facility  Manage the Internal Ticketing system for Planning that is used as a communication tool with Customer Care for updating order statuses and maintaining a less than 8-hour response timeAccomplishments: Reduced past due backlog in the machine shop by 50% and achieved 35% improvement in our overall Customer OTD. Reduced set-ups in our machining cells by nearly 20%. Trained new planners after experiencing an 80% turnover in last two years due to post-Covid attrition (retirements, promotions, etc). Successfully launched Oracle 100% on time as part of Oracle Implementation team. Oracle “super user” and lead for the Inventory, Shipping, Shop Floor, and Material control functions. Wrote and implemented multiple Oracle work instructions for the shop floor and led training sessions for the employees. Worked with implementation team to enhance the picking process on the shop floor and improve efficiencies by 30% by reducing travel time and pick frequency. Developed multiple planning tools to identify capacity gaps and order status throughout the day.

 Responsible for all Shipping and receiving activities in the plant Managed Material Control, Production Planning, Shipping and Logistics departments comprised of a team of 9 salary and 15 hourly employees  Maintained the Kanban/ MRP system and establishing proper reorder quantities to ensure efficient material flow through the facility to meet monthly shipping goals Established and executed to annual budgets pertaining to labor and indirect costs Worked daily with production planners to ensure 95% on-time delivery to both internal and external customers  Drove the disposition and elimination of excess and obsolete material Updated the Item Master and assigned ABC classifications to partsAccomplishments: Attained a 28% reduction in inventory by developing the PFEP (Plan for Every Part) tool that the Material Control now consistently uses for maintaining appropriate stock levels and updating reorder points. Established a returnable container program to reduce cardboard and overall costs for purchased parts resulting in a $500K savings. Organized a cross functional team to establish a cycle counting program to ensure inventory accuracy in the plant where we maintain an overall 95% accuracy level based on part/location and 98% accuracy based on value. Generated a $200k cost savings as a launch team member for a vendor managed inventory system for over 900-part numbers. Led the plant in conducting an annual physical inventory since 2010 that on average yielded only a 1% variance of over $10 million of inventory in value consisting of over 6,500 active parts. Have not had to conduct a physical inventory since 2018 due to implementation of cycle count program. Worked with I.T. to implement bar-code scanning to increase productivity and efficiency as well as to improve the quality of transactions on the shop floor. On Lean Steering Committee – (Sept 2010 to Sept 2017).

 Oversaw the electronic Kanban system that is active in all NAFTA Chrysler Manufacturing facilities Worked to reduce material control indirect labor costs by 30% by increasing efficiency on the plant floor and part utilization. Implemented the “lights out” approach to reduce human intervention for material replenishment by systematically generating orders based on true consumption of material Supported new plant launches from the Supply Systems side and worked with off-site Integrated Logistics Centers (I.L.C.’s) to control material flow into Chrysler Assembly plants to reduce actual line side inventory on the plant floor Assisted IT programmers with development, testing, and deployment of new enhancements to Chrysler’s Kanban system Simplified and documented material flow processes to act as user guides for employees Implemented barcode scanning to ensure proper material and quantity was delivered to the assembly line

 Guided suppliers to streamline their delivery process to be 100% compliant with Chrysler’s requirements in regards to ASN transmittals, EDI, labeling, releasing, and shipping Monitored delivery ratings for Chrysler supply base  Audited external suppliers and worked with plant staff to improve their material flow process throughout the supply chain Conducted seminars and submitted presentations to large groups of suppliers Audited suppliers to ensure they were compliant with Chrysler’s delivery requirements

 Coordinated 40 UAW drivers and ensured that material was delivered on time to Trim and Final Assembly while maintaining SQDCM (Safety, Quality, Delivery, and Cost) measures Monitored Inventory / Yard activities and communicated any potential part shortages to production control and scheduling Maintained appropriate line side inventory quantities Worked with Chrysler Material Handling to reduce corrugated containers in the plant Implemented lean manufacturing principals

 Supervised UAW as well as salary bargaining unit employees in a JIT plant Monitored inbound shipments of rough stock and purchased-finished material as well as the outbound shipments of transmissions to assembly plants and returnable containers to suppliers Assured timely delivery of parts to and from final and sub-assemblies by fork truck drivers and Self Guided vehicles Responsible for monitoring ASN’s, maintaining accurate inventory levels, running overtime, training employees, distributing manpower, and notifying production of any issues that could potentially effect shipping to our customers

 Responsible for coordinating and shipping approximately 30-40 truckloads ($3.5 million) of transmissions daily to assembly plants Maintained constant communication with trucking companies and Logistics Centers to ensure timely arrival of material Directed assembly operations with scheduled builds and reorganized production schedules based on shipping requirements and changes in inventory Facilitated fork truck drivers for all front wheel drive operations in final assembly Assisted with the training of tool stores requisition system throughout the plant