Michael Westerman Email & Phone Number

Detroit Metropolitan Area

Responsible for 60+ person warehouse and kitting operation as well as Material Planning and Scheduling team for Roush Products GroupDelivered 120% of planned volume while 20% under budget through combination of process improvements and metrics-driven managementReduced kitting-related quality issues by 60% through new first article inspection and built-in.

Greater Detroit Area

Optimizing production and warehouse operations by implementing lean six sigma principles to reduce non-value-added time, improve material flow, and increase capacity to enable profitable growth

Greater Detroit Area

Responsible for organization of 60+ people across all operations including forecasting and planning, sourcing and procurement, internal and contract manufacturing, order management and fulfillment, and customer serviceReduced Finished Goods inventory by over 50% while improving On-Time Shipments by 5 percentage points through designing and implementing new.

Detroit, MI

Delivered plant profitability turnaround program for a $25M heavy equipment manufacturing plant through improvements to design-to-production processes, forecasting and scheduling, sourcing, and plant floor operationsImplemented Lean Six Sigma principles for value-add/non-value add analysis, line balancing, capacity planning, station design, and material.

Detroit, MI

Managed team of 4 in developing capacity planning and forecasting tools that improved labor and machine utilization, driving net margin improvements of over $10M for a manufacturing companyLed the design and pilot of supply chain risk mitigation strategies for an aerospace defense contractor resulting in improved lead time and total cost of ownership for.

Columbus, IN

Developed finished goods inventory strategy for next-gen after-treatment system that reduced inventory by $200KDesigned manufacturing footprint strategy for newly acquired business unit resulting in $17M savings over 5 years

Greater Boston Area

Created 5-year manufacturing strategy and roadmap with team of software developers aligning production capabilities with long-term business goalsDeveloped order-to-production process improvements resulting in $150K-$200K top line gains annually

Transformed a production line by reducing non‑value added time, balancing work across stations, and changing station layouts for a major heavy equipment manufacturer resulting in improved throughput over 70%Developed total cost and scenario analysis models to determine the optimal global manufacturing footprint strategy for a heavy equipment manufacturer.

Master Of Business Administration (Mba)

Activities and Societies: Operations Management Club, Revitalization and Business Club

B.A., Math, Physics

Activities and Societies: Men's Hockey Team, Longfellows A cappella group