Matt Gilman Email & Phone Number

“Strategy Deployment Process (SDP) Guru” Leads sharing and replication of "best practices" across the enterprise. Partner and consult with teams and their leadership teams to shape strategy, develop plans and execute performance improvement initiatives. Develop lean capabilities of leadership and associates to create and drive continuous improvement through daily problem-solving.

Benton Harbor, Michigan, United States

Build and train customer-focused value stream teams and instill employee process ownership and problem-solving. Accountable to build a culture of continuous improvement by coaching and collaborating with leadership teams of 1600 employees with a focus on improving key performance indicators, leading and driving problem-solving, and cost reduction initiatives.- Designed, fostered, and strengthened 8 cross-functional value streams (VSs) to improve performance, including recently launched customer experience, customer sales, and home delivery VSs, boosting customer satisfaction rating from 3.8 to 4.3 out of 5 over the last 12 months.- Devised, accelerated, and assessed continuous improvement culture across customer experience team through training then reviewing the application and assessing skill level, instilling managing daily improvement huddles, KPIs and critical to quality metrics (CTQs), visual management, problem-solving, and go-and-see waste walks.- Instructed over 500 associates across 40 workshops by establishing Simple CI Workshop and Poster Facilitation Guides and devising virtual versions of Simple CI Poster.

Benton Harbor, Michigan Area

Spearheaded deployment, adoption, and embedment of continuous improvement culture within Part Operations. Embed and apply continuous improvement methodologies by deploying management operating systems within work teams.- Coached B2B Team to identify and eliminate defects through potential failure modes effect analysis (PFMEA) with a 30% reduction of employees (natural attrition) by fixing and automating numerous processes over a 3-year period.- Increased organizational capabilities by driving over 80% of part operation associates to complete Continuous Improvement Foundation’s course.- Reduced 1K hours of non-value waste by deploying a waste elimination curriculum in lunch and learn sessions to 100 participant

Built new Consumer Appliance Care (CAC) analytics team and guided the creation of strategic, tactical, and operational metrics and scorecards for the entire consumer and appliance care organization. Partnered with CAC business stakeholders to construct strategic initiatives “and” analyze data using the right tools to provide the right information in an understandable format to the right decision-makers at the right time.- Created strategic business metrics identifying performance and accelerated leadership team decision-making by sharing weekly and monthly stories of what drives performance, leveraging ccOPEX tools, control charts, thought maps, process maps, and cause and effect (C/E) diagrams.- Established and systematized request practice for all internal and external CAC stakeholders that required a change to CAC technology and/or processes then implemented change into operations as a change manager, exceeded expectations by meeting planned delivery date with cost-benefit analysis 95% of the time.- Maximized resources through call center offering and selling service plans by updating CARE Expert training resulting in a 50% increase in offer rate (main problem), a 1% increase in conversion rate, and a 30% increase in sales revenue.

Successfully implemented multi-million dollar SAP-based Service Parts Planning system to connecting to Trade Partner Demand to facilitate having “the right part in the right place at the right time” in the supply chain. Led project team through design, development, and successful deployment of state-of-the-art SAP Service Parts Planning for North America Service Parts as a global instance with EMEA and NAR on the same APO engine.- Improved forecasting and planning of service parts by 10% through connecting to the supply chain with direct-to-consumer sales volume.- Implemented SAP SPP module as part of a global project on time, under budget, and with minimal disruption to the business. - Received Chief Information Officer’s (CIO) Diamond Business Partner Award for exceptional project leadership.

Led the North American Service Part Operations inventory management team accountable to manage material inventory, deliver service part availability and customer satisfaction. Planned, purchased, and optimized inventory for 80K SKUs in 1.4M sq ft Distribution Center with critical activities encompassing creating, tuning, and completing service part forecast, material and distribution plan, material purchasing, and inbound transportation. - Facilitated reduction of customer back-orders 50% while decreasing inventory levels over 10% ($11M/25 DOS) by mistake-proofing processes and partnering with suppliers and manufacturing facilities.- Maximized customer satisfaction and resources by leading warehouse and distribution consolidation project removing 5 warehouses and one distribution center

La Porte, Indiana, United States

Directed team of 45 that created and published service part manuals and literature for service and distribution networks. - Drove profitability through service information subscriptions generating $1M in revenue and cost savings by standardizing 40% of 10K production parts released each year leveraging design for interchange process.- Guided system integration of 200K Maytag service part and literature.

Plainfield, Indiana, United States

Develop, coordinate, and implement activities for identifying, analyzing, and resolving process and cost inefficiencies including inbound, warehousing, packaging and distribution procedures, carrier relations, carrier negotiations, carrier performance metrics, routing guidelines, freight payment, distribution network design, customer complaint management, HAZMAT operations, and contract/operation management with 3PL provider comprising of 500+ employees. Coordinate and manage projects in addition to providing engineering expertise for Plainfield Operations as the Operations ACR lead and calculate and assess overall operation performance.