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Colby Smith, Mba is listed as The problem with the "MetaScope" in general isn't going to be the potential for latent innovation, but the inability to convert it. at CJS, based in Mishawaka, Indiana, United States. AeroLeads shows a matched LinkedIn profile for Colby Smith, Mba.
Colby Smith, Mba previously worked as Strategy Operations Consultant at Cjs and District Sales Manager at Neoss. Colby Smith, Mba holds Mba, Operations And Strategy - Applying My Mba To My Bsie Makes Me A Highly Valued Asset. from Purdue University Daniels School Of Business.
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Executive Supplier Relations and Partnership Leader with 20+ years of experience with Operations assessment/Continuous Improvement, Customer/Supplier Engagement, with a proven track record of success in providing business improvement solutions to the organizations that I serve. KEY ACCOMPLISHMENTSCummins Global SC Rebalance – Project Manager• Business Opportunity – Cummins was accumulating surplus service parts for obsolete products in the US while simultaneously losing service sales for the same parts in other markets (Asia Pacific, Europe Middle East Africa).• Result –Captured additional revenue of $11,000,000 in obsolete US service parts ($6,000,000 valuation) sales for Asia Pacific, Europe, Middle East and Africa markets that would have been lost to competition.Starbucks Cost Reduction for Packaging Material – Contract Manufacturing Manager• Business Opportunity – Starbucks was managing the purchase and delivery of packaging materials for contract manufacturers. This was resulting in constant shortages, lost production, and unplanned cost overruns due to expediting charges.• Result – Elimination of production misses/expediting charges, and an overall net gain of $5,000,000/year on the Tazo Tea CPG (grocery items) line contribution margins.Ford Motor Company Locator Pin Make/Buy Analysis – Senior Industrial Engineer• Business Opportunity – Ford’s Chicago Stamping Plant used 2,000 locator pins/day (280 days/year). These were purchased from a single vendor for $15/each for a total spend of $4,000,000/year. Ford previously produced all locator pins for $3/each at the plant. A high-level analysis resulted in the conclusion that it was feasible to bring the pin production back into the plant.• Result – Ford realized a total net cost reduction of $3,200,000/year plus a significant gain of goodwill with the UAW. This base solution was applied to glue and adhesive dispenser rebuilds as well for an additional cost reduction of $1,500,000/year.
Listed skills include Cross Functional Team Leadership, Six Sigma, Process Improvement, Project Management, and 47 others.
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Contract engagements that have varied across the full spectrum of products and supply chain/operations management. Whether it be gluten free cookies and bread or scaling cannabis extraction processes to intake 4,000 lbs of biomass per week, it's all a process and they all have the same general points of failure/risk. That means they also have the same general Best Shared Practices.
Harrogate, North Yorkshire, Gb
Covered the states of WA, OR working with oral surgeons, restorative dentists, and labs. Over the past year sales have grown from $285,000/yr to $450,000/yr.• Partnering with industry leaders to develop a best practice digital workflow model for offices to follow – no more “reinventing the wheel” with each individual case.• Demonstrating to dental practices how to increase their case acceptance rate with patients while simultaneously reducing total case cost and time.
Assumed dealer sales model territory encompassing WA, AK. Territory had a negative brand equity which required significant damage control and build up of goodwill with dealer network. Service levels and faith within the Acteon brand were re-established within a 3 month window which resulted in an increase of sales volume from $25K/mo to $55K/mo, with upward trajectory expected to continue into 2016. • Built target customer profiles to ensure higher probability of closed deals/time spent in field.• Established relationships with dealers and offices going beyond selling equipment. Demonstrated to both entities on how the equipment works as a system to increase case acceptance, increase chair turns and production, and improved the patient experience.• Became genuinely engaged with dealers and offices by truly understanding their current issues and identifying improvement opportunities they never knew existed, including patient experience improvement of less discomfort and time spent on procedures. Leveraged industry experts and trainers to act as a sales force multiplier.• Began focusing on applying lean manufacturing/job shop ops models to progressively managed offices and dealer reps so offices could extract as much value as possible out of the equipment set ups.• Quantified and qualified the advantage of Acteon equipment over competition by providing cost/benefit analysis supported by clinical evidence. This effort was coupled with the target customer profiles previously established.
Assist small and medium manufacturing firms in identifying areas of the Classic 7 Wastes (scrap/reject, over-processing, over-production, waiting, movement, inventory/WIP, transportation). Seek to establish long term relationships and set up customers for success by establishing a foundational knowledge base in lean and continuous improvement efforts. My job never begins and it never ends, it is bracketed by a start and finish length of time on a continuous journey. Let's talk more about how we can work together and for me to fill you in on current activities.
Seattle, Wa, Us
Completely overhauled global business process for conducting transactions between Starbucks and strategic external suppliers. Reduced transaction steps from 15 to 3 and reduced transaction turnaround from 5 days to 12 hours.Worked across multiple function groups (commercialization, product category, supply chain) to manage new product introductions accurately and on time. Ensured first time through rates at time of commercialized productions were above 95% acceptable for customer receipt.Negotiated 20% aggregate cost reduction in exchange for streamlined (less interference) vendor management. Resulted in faster and higher case fill rates.Consolidated European and North American dry tea packing production to one central location that allowed for the internalization of critical Class A SKU’s.Generated $4,000,000/year savings in production costs due to above initiative.Reduced time to market for soluble coffee products from 9 months to 3 months.Improved yield rates for finished products by leading Planning Group in production leveling initiatives and reducing anticipated yield loss rates of finished goods relative to delivered bulk products.
GPES specializes in building, owning and maintaining anaerobic digesters for large scale (2000 head+) dairies. Our focus is on the digester so the diary operator can focus on expanding their operation and production. They work on the milk, we work on the waste.The primary purpose of a digester is to drastically reduce the environmental threat that large scale dairies pose. Due to their capital intensiveness, GPES is able to give the dairy the benefits of the digester without the financial and operational exposure and responsibilities.
Columbus, Indiana, Us
Led support for multimillion dollar project portfolio and geographically diverse 25+ member team located in South Africa, Belgium and U.S. Provided Global Supply Chain rebalance across Freight Consolidation, Joint Venture, Inventory Balancing and Global Logistics Re-Balance projects through strategic business planning resulting in overall efficiency improvements. Initiated, planned and executed cross program initiatives utilizing PMI Project Management best practices. Selected to participate in the MBA development program. Completed business requirements gathering and developed Key Performance Indicators for Engine Business Units. Tracked project tasks through WBS, monitored financials, risks, and resolved issues to ensure on-time and on-budget delivery. Ensured proper communication between all project stakeholders.Performed global inventory rebalance to reduce supplier purchases with excess inventory.Co-leader of team to perform make/buy decision for air compressors, potential savings of $1.6M/year.
A regional oil company wants to make a move in the ethanol industry. During the summer my team and I performed an analysis of the ethanol industry regarding growth drivers, cost drivers, applications of ethanol and supply/demand projections over the next ten years. It was found that ethanol will face a consolidation phase and the more operationally efficient firms will survive. With the new passing of the 2007 Energy Legislation ethanol is seen to make a surge and this event was an identified trigger for our client to act on. The second phase of this project is how should our client actually enter the industry.
Served as primary lead for Continuous Improvement teams and acted as system integrator liaison between the plant, launch team and equipment vendors for New Vehicle Group. Bridged corporate strategic plan with tactical execution. Consulted with cross functional areas such as plant operations, performance improvement, cost reduction, and business development in order to effectively execute LEAN process improvements. Drove project teams in creation of FMEAs, Lessons Learned programs and Risk Mitigation. Consulted with Controller's Office to direct management of $232M annual plant operating budget, in order to ensure a balance between cost reductions and preserving LEAN manufacturing service levels. Identified and led LEAN Manufacturing projects that generated $2.2M/per year in operations savings and reduced direct manpower requirements for production.Created mutually beneficial cost reduction solutions across vendors, suppliers, system integrators and customers.Designed and implemented Error Proofing Procedures that reduced scrap generation by $750K per year on 2 production lines. Enabled collaboration and improved communication between Management and Finance teams leading to improved performance via tactical investments.Facilitated identification $400K/per year in efficiency gains by production crews. Initiated lesson learned due diligence practice to achieve more efficient future launches and reduce upfront cost. Reduced ramp up time from 6 months to 1 month due to lessons learned and design improvements.Attained Six Sigma Black Belt Certification.
Specializing in 24/7 information and network monitoring, web hosting, data protection and recovery.; Addressed customers' business needs regarding disaster prevention and recovery consulting. Generated cost vs. performance analysis for customers in order to justify investment. Prepared and presented technology analysis in laymen's terms for all levels of stakeholders. Developed key partnerships and increased revenue growth through strategic business development planning.Tracked all project metrics and financials for customer accounts.
Re-engineered fittings, controls and mechanics on 12- 500-ton presses and press brakes. Reduced upfront cost by 50% while achieving 100% of the project goals.Demonstrated proper maintenance would reduce downtime by 85% and generate profit with the efficiency.Developed business strategy for IN and OH resulting in 75% increase in sales and service.Implemented improved downtime monitoring system to improve uptime of equipment from 60% to 90%.
Cleveland, Oh, Us
Increased original distributor’s sales from $1.2 million to $2.2 million. Developed second distributor and grew its sales from $5K/year to $425K/year.Integrated complete systems resulting in an 80% higher efficiency rating. Parker’s cost was the most by 37% over the second highest bidder.
Atlanta, Ga, Us
Assisted engineering teams with delivering solutions to clients by working onsite and facilitating start ups.Assisted in managing fabrication shop to expedite mechanical deliverables to clients.Worked in Guanajuato, Mexico at GM Truck Assembly plant for three months assisting in total controls refit start up.
Quick answers generated from the profile data available on this page.
Colby Smith, Mba works for CJS.
Colby Smith, Mba is listed as The problem with the "MetaScope" in general isn't going to be the potential for latent innovation, but the inability to convert it. at CJS.
Colby Smith, Mba is based in Mishawaka, Indiana, United States while working with CJS.
Colby Smith, Mba has worked for Cjs, Neoss, Acteon North America, Cjs Lean, and Starbucks Coffee Company.
You can use AeroLeads to view verified contact signals for Colby Smith, Mba at CJS, including work email, phone, and LinkedIn data when available.
Colby Smith, Mba holds Mba, Operations And Strategy - Applying My Mba To My Bsie Makes Me A Highly Valued Asset. from Purdue University Daniels School Of Business.
Colby Smith, Mba is listed with skills including Cross Functional Team Leadership, Six Sigma, Process Improvement, Project Management, Strategy, Continuous Improvement, Lean Manufacturing, and Leadership.
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