Robert Johnstone Email & Phone Number

Palmerston North, Wanganui-Manawatu, New Zealand

• Achievements
• Directed project through to a successful launch by establishing regular stakeholder meetings between IT, engineering, packaging, logistics, and production to ensure overall alignment of product delivery, efficiency.
• Effectively managed a $1.3M budget for internal sequencing processes and logistics center designs from development phase to launch by proactively planning for design changes, reusing raw material to reduce costs on.
• Solved IT development restraints by encouraging the use of agile methodologies, which allowed iterative delivery of SAP (IT system) solutions to customers and allowed for immediate training, rapid adaptation of.
• To improve transparency for stakeholders developed a Kanban Board to track backlogged items to be prioritized and all other tasks in flight
• Developed KPIs for project velocity and measure product quality in real time with stakeholders to gauge impact and monitor improvements of team efforts

• Achievements
• To achieve greater involvement and transparency, initiated stakeholder meetings to be held on regular basis to review KPIs, discuss change impact, and review any potential risks
• Due to a lack of efficiency in change processes, created a risk assessment tool and management structure for engineering and IT changes affecting warehouse management systems
• Developed and maintained a high standard of KPIs for logistics operations in warehouse to ensure transparency in statuses and to escalate any potential delays
• To improve transparency for stakeholders and team members developed a Kanban Board to track backlogged items to be prioritized and all other tasks in flight.
• Created reporting documentation and buy-off procedures for change request process requiring stakeholder approvals

• Achievements
• In response to a lack of overall process understanding and problem resolution, effectively used six sigma methodologies (such as process maps, SIPOCs, and DMAIC) to understand the current process state, find possible.
• Using insight gathered from six sigma tools guided third party logistics team to initiate audits, standardize roles and responsibilities, reduce gaps in responsibility, and improve worker efficiency by 25% and led to.
• After recognizing a gap in overall supply chain planning, designed the process flow of the end to end supply chain to regulate inventory management and planning, reduce WIP, thereby reducing the level of inventory as.
• Identified the lack of a standardized material flow and created a failure point heat map to design the resolution which reduced part motion and part replenishment time by 15%

• Achievements
• In response to stakeholder concerns regarding shop wide logistic failures, conducted current state process mapping to determine the flow of part replenishment, and identify constraints within the system, using findings.
• Guided improvement projects of internal logistics flow, part storage, and plant readiness for new launch of the 2016 Nissan Moreno, tracked by specific KPIs reported directly to North American Vice President of logistics
• Due to lack of standardized process in part replenishment, guided team in creation of new Kanban ordering system using scan-able bar codes having them connected to back end systems for automated processing to replenish.
• Designed layout for new external warehouse to optimize storage space and material delivery, as well as redesigned the layout for the existing material supermarket to improve material flow and increasing worker.
• Realigned programme activities to strategic goals by facilitating stakeholder meetings to promote involvement, give status updates, and escalate potential roadblocks

• Achievements
• Directed project through to a successful launch by establishing regular stakeholder meetings between IT, engineering, packaging, logistics, and production to ensure overall alignment of product delivery, efficiency.
• Encouraged continuous communication with internal and external stakeholders while setting up IT infrastructure for ERP systems to ensure project compiled with objectives and regulatory restrictions, as well as.
• Due to budget and timeline constraints assisted in designing the layout for a new plant warehouse and storage system, and acted as project manager for implementation of new designs
• Established regular meetings with external suppliers and coordinated their involvement to guarantee their compliance with quality standards, target deadlines and achieve ERP system readiness
• Led team in the design of KPIs and the teams collaboration strategy to ensure all inventory levels for trial builds were accurate, and to ensure the launch of the new product was effective and to quality standard

• Successful production planning for multiple sites from pre Launch projects to daily scheduling due to closely working with all stakeholder including Sales, Human Resources and Maintenance to ensure accurate.
• Liaison between multiple production facilities and shipping companies for expediting material to ensure timely, cost efficient delivery
• Production Coordinator for complete warehouse transition into lean manufacturing including Kanban delivery systems and improved material flow designs
• Worked closely with Procurement team to ensure that quantities supplied, supply frequency, impact on supply chain inventory, demand forecasting, quality of service delivery, vendor selection, compliance dates and the.

Bachelors In Business, Supply Chain Management

Associates In Liberal Arts, Liberal Arts And Sciences/Liberal Studies