Michael Klapp Email & Phone Number

Davidson, NC

• Program Manager for the Manufacturing Technology Development Center, helping to drive innovation and standardization of manufacturing technology throughout the Trane Technologies Global Enterprise.
• Managing technology project milestones, timing, and budget for the Davidson, Galway, and Bangalore Manufacturing Technology Development Centers (MTDC), including risk identification and mitigation.
• Overseeing key milestones such as Global Automation Specification and Material Handling Playbook.
• Coordinating roadmaps for future application playbook development pipeline for execution in the MTDCs.
• Managing Davidson MTDC facilities and equipment procurement, installation, and asset maintenance.
• Overseeing operational aspects of Davidson MTDC, including technology development changes, visitor management, facility maintenance, 5S, and lab vision implementation in collaboration with IT, EHS, and Procurement.

Davidson, North Carolina, United States

• Part of the Project Management Organization defining and developing Process Excellence project processes to ensure repeatable success and continuity in a fast-paced environment. Owner and subject matter expert for.
• Completed a post deployment review of previous TAM project to develop lessons learned and leverage prior experience.
• Reviewed, tested, and evaluated the existing TAMS process and ETQ tool to determine best path forward for TAM deployment.
• Worked with leadership to identify the right resources for the TAM Project team, ensuring representation from our various internal customers, allowing us to develop a process and accompanying tool to deliver a.
• Developed and tested a new TAM process based on requirements derived from our Category and SBU Teams and through the lens of supplier customers. Worked with BI technical team to deliver a robust reporting dashboard.
• Benchmarked our TAM Process with companies similar to our Trane Technologies, and our Supplier Partners to help deliver a process based on existing practices, to provide an intuitive and simple solution to tool tracking.

Davison, NC

• Global Procurement project manager leading the transition of suppliers from manual to electronic/automated solutions that reduce transactional effort and cost. Drove internal deployments, change management and system.
• Coordinated the execution of all project details related to supplier enablement including internal and external communications, supplier training, technical solutions, and process stabilization, KPI reporting and.
• Configured, tested, and launched punch out and hosted catalogs in Coupa, providing a seamless and easy transactional environment for our users. Enabled better adherence to buying policy and utilization of our preferred.
• Maintained and tested Coupa system settings and updates such as approval chain and process builder configurations, automated escalations, submission warnings/blockers, buying policies and APIs.
• Executed system set up and configurations of the Coupa platform for deployment in our Mexico facilities, including participating in As-is and To-be sessions, Chart of account creation, development, and execution of.
• Utilized global network to benchmark deployments and stabilization of the Coupa platform, such as system processes, regional implementations, and Coupa Compliant Invoicing.

Davidson, North Carolina

• Procure to Pay Project Manager for ERS and iSupplier implementation including manual invoice reduction and transactional efficiency improvements. Eliminated 147K manual invoices across 238 suppliers.
• Worked directly with Residential HVAC, Thermo King, Fluid Management, Power Tools, and Compression Technology Services across multiple Ingersoll Rand Sites, along with Global Procurement, IT, AP and Material teams to.
• Created and maintained project trackers for reporting out on current and future state of electronic invoicing and iSupplier implementation.
• Facilitated weekly project meetings with Ingersoll Rand sites to create target alignment and to remove implementation barriers.
• Member of PMO team responsible for project coordination and execution including: internal and external communications, training, technical support and process implementation.
• Work with super users and IT COE to learn client’s systems, tools and processes, providing seamless transition to customer’s stakeholders.

• Manage new engineering projects for OE customers such as; Oshkosh Truck, Cummins, and Boston Dynamics for a leading manufacturer of high performance fluid transfer systems; specializing in the OEM, racing and.
• Use MS Project schedules to track and plan production projects; such as Sample, Prototype and PPAP builds.
• Work directly with vendors to better understand processes and lead times, allowing for more accurate planning and delivery targets.
• Opened lines of communication between remote offices through regular project and progress meetings, improving on time product delivery.
• Maintained project logs and related documentation for ISO traceability.
• Performed and participated in internal procedure and department audits for ISO compliance.

• Oversaw the Customer Service and Technical Support team, measuring performance and feedback from customer. Additionally, worked as the forward logistics Project Manager for roll out and installation of kiosks into the.
• Worked with peers to address and resolve issues with CS/TS teams, creating a more professional department with accountability.
• Worked directly with customers and field technicians to trouble shoot and repair kiosks in the field, maintaining operation and customer satisfaction.
• Collaborated with team members to create and publish build documents for kiosk production.
• Documented installation processed and created field manuals for kiosk deployment.
• Coordinated logistics for kiosk roll out and install, such as; site preparation, electrical and data installation and scheduling of installation technicians.

• Managed accounts for a base of 7,500 active customers. Provided exceptional service with continual follow up on technical support and returns. Implemented best practices improvement opportunities throughout organization.
• Converted fifteen frequently used forms into electronic format, improving the response time on customer requests and allowing for easier sharing of information.
• Composed daily customer feedback log to track customer questions and complaints and updated FAQs on company website and in training documentation.
• Recommended vendor consolidation to achieve better pricing through volume purchases.
• Generated daily sales order reports to ensure on time purchase order placement and shipments.

• Managed new and existing projects for Harley Davidson, Cummins, and General Dynamics for a leading manufacturer of high performance fluid transfer systems; specializing in OEM, racing and performance markets.
• Negotiated with Executive team to become first project manager for company, improving time to market by 15%. Managed 30-50 projects at a time.
• Facilitated weekly project meetings at a company level, which allowed all departments to see project status and priority and led to increased awareness.
• Improved project completion rate by implementing a new project process and organized project flow chart to allow for better project tracking, hard hand-offs, and accountability.
• Performed product feasibility reviews of each RFQ to determine if project was within company capability and scope. Allowing the team to concentrate on the core business while exploring the potential to expand our scope.
• Worked with Sales to reduce manufactured product costs by recommending volume orders providing better pricing, increased margins, and higher revenue potential.

• Measured day to day operations of customer service and technical support teams. Worked as both Customer Service Manager and Project Manager from 2007-2008.
• Improved overall customer satisfaction by 20% from 2006-2008 by providing accurate and timely communication to customers.
• Managed three direct reports and tracked their career development.
• Produced higher efficiency in customer service by training Customer Service staff on technical product information and system operations.
• Improved lead times by working with purchasing to update safety stock program to ensure popular items were kept on-hand.
• Decreased customer pricing disputes and increased on time invoice payment by establishing a process for updating and checking pricing for both general and contract pricing systems.

• Managed customer interactions, order entry, and processed purchase orders. Acted as primary interface for sales calls, customer support, and technical support within organization.
• Promoted to Customer Service lead within seven months.
• Quickly learned product lines, use models, and technical data in order to provide top- notch customer service.
• Helped launch first customer feedback campaign to determine effectiveness of the team.
• Increased G-Stop application list by 30% over five years by learning R&D procedures, specifying new kits stemming from customer requests and new popular vehicle releases each year.
• Worked with the SEMA Technical Exchange program to interact with OEMs for new applications.