• Developed and maintained the global procurement policy framework impacting over 24,000 employees, ensuring alignment with organizational goals, regulatory requirements, and best practices.• Spearheaded the design and implementation of the supplier payment hold notification, establishing protocols for identifying and resolving payment holds resulting in 20% faster hold resolutions.• Designed the sourcing request process to streamline end to end sourcing process with built in compliance and integrating RFQ, PO creation, and approval workflows.• Developed Supplier Parent Child relationship concept impacting over 3200 suppliers to leverage supplier entity hierarchy to streamline supplier onboarding, Contract Lifecycle Management (CLM), supplier performance management, and supplier risk management.• Communicated process-related updates, key milestones, and risks to stakeholders, including senior leadership, to maintain transparency and alignment with organizational goals.• Conducted thorough analysis of existing procure to pay processes to identify inefficiencies and areas for improvement and developed roadmap to close the gap between current and future state processes.• Collaborated with legal, compliance, and finance departments to ensure procurement policies and processes met regulatory requirements and mitigated risks.

• Lead strategic implementation of MAFACT at the divisional level to achieve World Class Manufacturing• Develop training courses to further the understanding of lean concepts at all levels of operations team• Challenge the norm and motivate team members to improve existing process and system design

• Coached and trained over 200 team members on lean tools, practical problem solving and Kaizen activities by conducting training workshops and Jishuken activities• Lead corporate strategic initiatives to promote lean culture in 4 US and 3 Canadian divisions by conducting lean tools training• Deployed several visual management tools at various levels of management such as Line side, Area Board and Angel Board to improve visibility of gap to standard• Reduced changeover time by 50% in molding and stamping areas by standardizing changeovers through streamlining internal and external activities• Optimized delivery routes and decanting processes for high frequency delivery system and achieved 30% labor reduction with improved on time delivery ratings• Eliminated overtime cost on assembly machines by improving the machine cycle time through strategically attacking the bottle neck stations• Increased manpower utilization from 54% to 85% by combining operations, rebalancing work cells and improving standardized work using lean tools such as time measurement sheets, work combination tables, work balance charts, standardized work chart and spaghetti diagrams• Identified manpower reduction opportunities in early stages of the program launches to improve the profitability of the overall program through lean checks and audits

• Excellent project management skills developed by supporting program manager on tracking deliverables and summarizing progress on one pager reports • Managed multiple tool shops and integrators to ensure that tool and equipment is successfully home lined and production ready 2 months before SOP • Prepared comprehensive tooling and product cost estimates in response to customer’s engineering change requests • Lead cross functional APQP meetings and participate in technical reviews with customer’s product development team and prepare presentations for launch readiness • Developed component level GD&T to for stamping in order to capitalize on any bonus tolerances available from assembly GD&T • Served as a primary point of contact for the customer in regard to PPAP approvals and run at rate activities • Reviewed preliminary PFMEA and identify gaps in the process in terms of prevention and detection by severity of failure modes as identified in DFMEA • Assessed customer’s assembly tooling to identify features and profiles important for the customer in addition to GD&T callouts

• Demonstrated excellent potential in solving manufacturing problems using 1X1 problem solving tool• Applied lean concepts for process improvement to achieve 7% OEE improvement• Awarded a permanent position with the company after completion of coop term

* Revised quote model for the company and negotiated 15 % price reduction with the vendor* Developed product families and code system for internal part numbers for easy management of engineering documents* Streamlined the job scheduling and routing process to minimize idle time of the work centre