Nancy Hoyt Email and Phone Number

Lead a cross-functional organization to manufacture and deliver innovative solutions for minimally invasive surgery

Responsible for managing a cross-functional team to deliver customer and business results across multiple production locations.

Promoted after one year to direct a cross-functional organization comprised of Manufacturing, Engineering, Maintenance, Facilities, Quality, Supply Chain, and over 150 operators. Responsible for the Fire Resistant Safe product line which requires a strategy of both make to stock and make to order with an annual budget over $8 million. Formulate strategy, policies, and programs that guide the organization and improve its competitive position and profitability. Achieve optimum employee levels with the least amount of overhead and material costs to meet the annual budget plan.• Improved operational efficiency by 8% through the use of Value Stream Mapping and Lean Manufacturing principles over three years with a sustained improvement of 2-3% annually.• Increased first time through by 14% while launching two new product lines through the use of Plan Do Check Act, Irreversible Corrective Action, Non-Conforming Material Request, and the Auto Quality Matrix to improve quality and reduce scrap and rework.• Strategic leader on cost avoidance of $500K- $800K for additional shift capacity expenditure through cross functional analysis of constraints. • Improved floor inventory accuracy improved by 35% over three years and eliminated the cost of a year-end inventory through deployment of goals and point of impact decision making and accountability.• Produced annual cost improvement savings of $500K - $1M with lean tool applications focused on safety, quality, cost, and delivery.• Improved the Fire Resistant Safe business unit profitability from 4th to 1st – a product line first in the company.• Developed and deployed Auto Quality Matrix to reduce scrap dollars 10% year over year during a five year period.• Strategic leader and key contributor to improve the production planning from one of volatility to leveling based on customer demand cycles and KPI’s (Key Performance Indicators) to meet year-end inventory and cost objectives.

Managed all aspects of the value stream process from procurement to order fulfillment in a union job shop environment. Directed, coached, and provided leadership for Account Executives, Purchasing, and Production Schedulers located in multiple manufacturing locations. • Launched a new level scheduling system improving production utilization by 20%.• Implemented Kanban order replenishment improving on-time delivery by 15%.• Applied Lean Manufacturing continuous improvement principles to reduce the finished inventory costs by 10%.

Directed a cross-functional operations organization encompassing Manufacturing, Production Control, Engineering, Quality, Maintenance, Safety, and Labor Relations with an annual budget of over $13 million. My team consisted of twelve salaried and 220 union employees supporting a three shift self-contained plant operation which produced over 130 million in annual sales as a tier one supplier to Ford, DaimlerChrysler, BMW, and Saturn.• Improved efficiency by 12% through the application of lean tools to eliminate waste.• Conducted Lean Workshops for autonomous work teams in SMED, Total Preventative Maintenance, Auto Quality, Hoshin, Kaizen, 5S, and PDCA (Plan-Do-Check-Act) principles generating over $1.5 million in annualized savings.• Launched two new product line cells with ZERO customer complaints through the disciplined application of PFMEA (Process Failure Mode Effects Analysis) and the Irreversible Corrective Action process.• Reduced machine downtime by 10% through TPM (Total Preventative Maintenance) activities.

Responsible for analyzing complex manpower, material, machine, and floor space requirements for efficiency, safety, and ergonomics for quoting and business cases development.• Generated cost improvement ideas that reduced labor costs annually by 15%.

Scope of responsibility was for the safety, quality, cost, and production of 45 union employees.• Launched 7 new Wiper systems and production facilities using PFMEA (Process Failure Mode Effects Analysis) approach which resulted in 3 customer recognition awards for a flawless product launch.• Delivered over $6 million in savings via cross-functional team workshops and utilizing Lean continuous improvement principles.