After six months with Wellman, I was promoted to the position of Production Scheduling and Inventory Control Manager. One month later I assumed the added responsibilities of the Shipping and Receiving area as well. At the beginning of my tenure as PSI Manager, our past due was at three million dollars, with an On-Time-Delivery of 71%. In six months I was able to rejoice in a past due reduction to less than $900K. In one year, our past due was less than $200K with an On-Time-Delivery of 97%. I am responsible for the planning and execution of Plant Physical Inventory activities on a semi-annual basis, later changing to an annual physical inventory. I was instrumental in establishing a Cycle Counting program in the Tulsa facility, implemented in an effort to improve the overall inventory accuracies. Continuous Improvement exercises as, weigh scales, for incoming and sub-contracting operations, provide additional credibility to overall inventory numbers. I currently have two salary Schedulers and two hourly expediters/ DBR Transaction coordinators reporting to me.The Shipping and Receiving area is now managed by a separate Shipping/Receiving Manager.I am also responsible for the Theory of Constraint program (DBR+ / R+) which we have implemented to schedule our facility.

Responsible for Scheduling seven production lines to meet customer orders, thru the use of MRP. Responsible for inventory levels while maintaining better than 95% on time delivery. Responsibilities expanded to include scheduling of two new product groups, including ten molding presses, which was plagued with numerous delinquent orders, due to the lack of planning prior to the transition to Tulsa from the Ohio plant. I continued to maintain the production schedules of the previous lines, while overcoming the extreme learning curve of the new processes. I developed several scheduling tools, taking advantage of my knowledge of Excel, tying several reports together to give better visibility of available mold tooling, as well as powder demand needed to make the production run.

Solely responsible for managing four vendors supplying 900 different parts for a total inventory of 2.6 million dollars. Plant produced 44.2 inventory turns per year while producing 100-120 locksets per day. $360K in materials usage per day. Position required excellent organization skills, ability to manage several tasks at the same time while executing a high level of service to both internal and external customers. Extraordinary level of responsibility and accountability to the organization. I left this organization after the business was transferred to Mexico. I had the opportunity to relocate to our either our Texas or Mexico facility, but I chose not to relocate.

Schedule production through background operations. Analyzed assembly schedules to ensure material flow was sufficient to cover production needs.

Managed an average of 50 direct reports in high volume final assembly production setting. Responsible for employee evaluations, employee relations and general leadership of teams to ensure production targets were met on a daily basis. Accountable for all production issues on assembly lines.

Made sure materials and parts were disbursed as needed to all Final Assembly area machines and lines in order to assist team in meeting production targets.