Plant Manager for Philips acquisition of Electrical Geodesics (EGI). Ownership of manufacturing, global demand planning, capacity, inventory and supply planning for mixed replenishment model plant, including make‐to‐stock, make‐to‐order and engineer‐to‐order medical and research device manufacturing

Responsible for global forecasting, inventory budgeting, new product planning and demand‐SIOP for Vascular Access division, additionally providing key cross‐functional support to supply‐SIOP and prioritization of production and distribution centers.

Value Stream Leader for ETO Operations in Richland Center, WI. Responsible for Low Voltage Motor Control Center (LVMCC) operations consisting of 275+ hourly employees using SAP Business Systems (Warehouse Management). Direct reports include Production Leaders, indirect reports include Manufacturing and Quality Engineers, Production Control and Materials Analysts, .Responsible for developing Value Stream strategy/metrics and implementation of related manufacturing strategies. Manage daily operations and lead continuous improvement activities throughout entire supply chain. Emphasize introduction of continuous product flow, pull systems and lean methodologies to maximize operations efficiency.Currently mapping system based process improvements focused on full ramp-up of SAP Supply Chain module and Factory Talk software. Existing process includes numerous rudimentary Access/Excel stopgaps, dependence on a manual daily employee chain of events and enormous amount of indirect labor spent on daily NVA activities. Future state vision involves leveraging SAP and Factory Talk functionality for production planning, capacity planning, shop floor control, quality control, automated issue escalation and bottleneck identification capabilities in order to increase VAT ratio, on time shipments and customer quality.

Managed team of Senior Planners and Inventory Analysts responsible for production of West coast sales of $300+ million annually, stressing group collaboration, cross-functional teamwork and continuous process improvement as key motivators for both team and individual successes.Produced system-based planning process improvements, focusing on JIT assembly, changeover reductions and improved safety stock calculations, which resulted in on-time deliveries improving from 89% to 97% while simultaneously increasing annual inventory turns.Implemented Flow Manufacturing Pilot (PHP Synchronization Tool) which resulted in efficiency cost savings of $15,000 per month, rooted in maximization of lot size efficiencies, sub-process synchronization and real-time electronic communication amongst planners and shop floor personnel. The $5,000 project was later implemented at another manufacturing facility, effectively doubling the monthly cost savings, and was a finalist for the annual Select Comfort award for excellence.

Managed operations team responsible for materials sourcing, inventory management, master scheduling, production planning, subcontract administration and distribution of finished goods for sales totaling $25 million annually, focusing on cost reduction and continuous improvement.Undertook major data clean-up, conversion, testing and go-live tasks allowing the successful implementation of ERP/MRP, resulting in 32% stores inventory reduction, 65% WIP inventory reduction, 81% reduction in WIP cycle time and greatly increased on time deliveries.Implemented system-based material handling procedures, improving physical inventory accuracy from 78% to 99% in one year, and accommodated increased sales volume without adding hourly resources. Procurement procedures improved supplier on-time delivery, quality and flexibility, while driving hard cost reductions of $200,000 annually.Performed make vs. buy analyses on potential subcontracted assemblies to drive cost savings, and personally coached preexisting subcontract suppliers from marginal to preferred status by requiring involvement of their respective senior management in driving off-site process improvements.

Master production scheduled all activities of product line, quickly increasing customer service metrics through utilization of lean methodologies. Implemented tactics included work in process caps, analyzing and redistributing safety stock inventory, continuously neutralizing process bottlenecks to provide a balanced single piece flow operation. Also responsible for providing ongoing training, work direction and objectives to members of the production control team, reinforcing these activities with measurable goals and results. Performed rough cut capacity analyses, and collaborated with sales and operations planning team in setting short and long term strategy for department.