Mark Klein Email & Phone Number

United States

New Berlin, WI, US

• AEC, Cumberland, Sterling companies. Accessorial products for Plastics IndustryNew Berlin WI, Wabash IN and Suzhou CH factories.Responsible for all Purchasing, Logistics, Warehousing and Distribution.
• Rebuilding Purchasing organization with emphasis on sourcing of engineered to order product.
• Implementation of new ERP system Infor Syteline for Purchasing and Distribution.
• Implementation of barcode technology plantwide
• Sourcing 3PL partner to extend consolidation services in CH and MX as well as improve international and domestic freight services.

Waukesha, WI, US

• Alternator and Engine subassembly, Paint and Final Assembly OperationsMaterials Operations, Scheduling / Planning, Purchasing Buyers and Start up Warehouse Operations220 Finished Goods SKU’s, 3000+ Purchased SKU’s. 5.
• Strategic Champion and Developer of Lean strategies and processes for CP Division
• Improved KPI’s MoM through aggressive production ramp from 1100/d to 1500/d.
• Implemented Tugger Route between multiple facilities
• Assisted Development and Led Implementation of PFEP standard formats and processes
• Managed working capital through Purchasing strategies and Supplier network improvements

Stockholm, SE

Materials Operations, Planning, Demand Flow, Advanced Materials Planning and Receiving. Continuing to meet production volumes and financial goals month over month. Improved planning, material delivery and inventory management meeting all annual KPI's. Transitioned Materials and Planning Operations into data / process driven organization continuing efforts.

Troy, Michigan, US

Oversee 200K Sq ft Warehouse, Shipping / Receiving, Purchasing / Planning, Production Control, Customer Service and Sales Forecasts. Lean Pull System Lead Improved OTD 91% to 97% through 2 major program launches. Reduced Inventory from $4.8M to $3.6M and Turns from 15.9 to 28.9 in over 10 Months.Improving Cash Flow by the reduction of working capital by.

Troy, Michigan, US

Oversee 150K Sq ft Warehouse, Shipping / Receiving, Purchasing / Planning, Production Control, Customer Service and Sales Forecasts. Lean Pull System LeadImproved OTD 99.6% to 99.9%. Reduced Inventory from $9M to $7M and Turns from 11.5 to 17.1.Utilized the Management Review Processes to improve performance for the attainment of company goals and.

West Frankfort, Illinois, US

Oversee 100K Sq. Ft. Warehouse, Shipping / Receiving, Purchasing / Planning, Production Control, Customer Service and Product Engineering. Lean Pull System Lead Developed and Implemented multiple Comprehensive Supplier agreements for major spend categories inclusive of Lean Manufacturing initiatives, cost reduction objectives and performance metrics..

Oversee 300K Sq. Ft. Warehouse, Shipping / Receiving, Purchasing / Planning, Production Control, Customer Service and Sales Forecasts. Lean Pull System Lead Consistently improving Customer On-time Delivery by improving SIOP processes, driving Operational KPI’s, Inventory management and accuracy, along with Supplier Improvement.Led the Consolidation of over.

Milwaukee, Wisconsin, US

Implemented Collaborative Electronic Kanban pull system and Demand Driven Scheduling at the Rexnord Bearing Division for final assembly reducing order cycle times by 80%.Utilized Strategy Deployment Processes to improve performance for the attainment of company goals and objectives. Pareto Analysis, 5 why, Root Cause / Countermeasure

Milwaukee, Wisconsin, US

London, GB

Utilized the Strategy Deployment and Processes to improve performance for the attainment of company goals and objectives. Pareto Analysis, 5 why, Root Cause / CountermeasureLed Global Supply Chain improvements with Asian Joint Ventures by improving production efficiencies and improved order policies. Developed and Improved Quarterly Sales Inventory and.

Utilized the Strategy Deployment and Processes to improve performance for the attainment of company goals and objectives. Pareto Analysis, 5 why, Root Cause / CountermeasureLed Global Supply Chain improvements with Asian Joint Ventures by improving production efficiencies and improved order policies.Led and won Union avoidance campaign.Closed manufacturing.

Turnaround of the Pentair Electronics Packaging business from a negative operating position to a profitable operation in 9 months. Total P&L responsibilityClosed Plant due to Corporate Business Strategy

Led all material flow and warehousing system set up. Led Lean Manufacturing implementationHeavily involved in launch of all products for the plant. Consisted of introducing a newly engineered to order platform for Hoffman Large EnclosuresGreenfield Start up

US

Cork, Ireland, IE