Served as liaison between Supply Chain and IT organization to resolve go-live issues related to the ERP transition to new Infor ERP. Primary business analyst responsible for gathering functional requirements and providing updates to the business throughout the development and testing process. Key contributor to planning match initiative to update control sets and resolve integration issues with the goal of improving the accuracy of the exception messages generated through the netting process in RapidResposne. Resulted in a system match increase from 71% to 99%+ overall.Managed successful implementation of latest version of RapidResponse. Developed project plan and performed IT testing for upgraded reports and processes within the new environment. Created test scripts for critical workbooks to aid in UAT. Served as key contact for users during testing process.

Led material transfer from distribution center in Gardner, KS to newly constructed 1M sq. ft. facility in Edgerton, KS. Developed AutoCAD layout for new facility using inputs from construction company, racking vendor, internal industrial engineering team, etc. Created weekly material transfer plan based on historical sales data, open purchase orders, sales orders, and forecast. Held meetings with onsite warehouse team and executive leadership to discuss transfer progress and any roadblocks. Transfer completed within six weeks. Managed master data aspect of SAP EWM implementation at distribution centers in Jefferson, GA and Edgerton, KS. Responsible for determining warehouse replenishment strategy and leading a team to gather product dimensional data to be used in calculating min/max replenishment quantities, full pallet/layer quantities, as well as maximum number of storage bins based on average daily sales. Additional EWM responsibilities included designing storage types, storage section indicators, stock removal/putaway control indicators, cycle count indicators, storage bin setup, and onsite support through go-live.Served as corporate leader for the disposition of aged and obsolete inventory throughout the Kubota Wholegoods network. Designed monthly aged and obsolete inventory reports to identify as candidates for discount promotions. Led to a 523 unit reduction of aged tractors from August 2018 to May 2019. Reduced inventory roughly $1.5M by using a third-party company to house obsolete inventory.

Supported Request for Proposal (RFP) responses by designing warehouse layouts, performing labor analysis, and determining capital requirements to meet customer needs in the automotive spare parts, industrial, and defense industries. Interfaced with suppliers and existing operations to gather quotations and procure mobile handling equipment and storage mediums such as forklifts, conveyors, static racking, bin shelving, and pack tables. Coordinated with solutions managers, business development, and suppliers to develop efficient and innovative solutions and assist in client presentations.Assisted in continuous improvement initiatives at several existing facilities by completing slotting exercises using Slot3D and Excel, using combinations of time studies and MOST analyses to set baseline vs expected productivity measures, and presenting multiple warehouse layout options to senior operations leaders. Performed center of gravity studies and warehouse 3D modeling for client proposals using Logivations, Slot3D, and AutoCAD. Worked with clients to understand large datasets, cleanse the data, and quickly provide analysis to meet short RFP turnaround times. Resident trainer in the use of all modeling and design tools.

Third-party logistics (3PL) analyst providing demand planning, distribution requirements planning, service loss analysis, and inventory optimization of service parts for a leading industrial company. Used SAS to perform detailed analyses and create reports to meet client inventory and service objectives.Managed project to identify main causes of excess and obsolete inventory with the goal of reducing future occurrences. Coordinated with the client supply chain team to determine and implement process improvements. Responsible for training all newly hired inventory analysts on Neovia specific inventory management processes including safety stock calculations, economic order quantity determinations, and reorder point strategies.

Led daily production meeting with management, supervisors, and production planners to improve plant delivery metrics and discuss staffing needs. Communicated expected order ship dates to division Customer Service and Marketing teams to provide real time information to customers. Created headcount modeling tool to forecast plant staffing levels throughout the year for both short term and long term planning. Developed using a combination of sales forecasts and demonstrated capacities to determine headcount needed down to the work center level.Performed multiple rebalances of safety stocks at plant and distribution centers for Enclosures and Metering product families consisting of approximately $3M in inventory. Promoted the use of reorder point logic to reduce the affects of inconsistent SKU level forecasting and improve inventory turns. Coordinated with Marketing to balance inventory needed for growth initiatives as well as company inventory goals.Planned and scheduled production orders for the Commercial Enclosures and Metering value streams. Coordinated with supervisors to perform timely execution of customer and distribution requirements.Led initiative to reduce excess and obsolete inventory resulting in an actual reduction of $400k in 2012. Drove reduction activities by disassembling obsolete finished goods containing high turning components, coordinating with vendors to send back excess purchased items, and creating alternate BOM’s to consume obsolete sheet metal and coils.

Supervised as many as 28 employees in the Industrial Enclosures Assembly and Finishing Department. Improved the Finishing department's direct labor productivity by 30%.Held daily Tier 1 and Tier 2 meetings with employees and management. Discussed and reported daily results in Safety, Quality, Delivery, Cost, and Continuous Improvement.Coordinated with paint and chemical supply vendors on process improvement opportunities for both the Powder paint process and E-coat process. Focused on improving preventative maintenance and daily quality checklists on the automatic paint booths, pretreatment washers, cure ovens, and post-bath rinse stages.

Operations Leadership Program: Two-year Leadership development program with four six month assignmentsMaintenance SupervisorSupervised 12 senior maintenance technicians across three shifts. Led daily morning meetings with management to schedule and prioritize maintenance activities based on business needs.Established preventative maintenance program for the top 20 critical machines across the facility. Linked program to SAP to schedule maintenance activities automaticallyLed project to rebuild shot blasting machine for the investment casting process. Communicated with vendors to determine the appropriate spare parts and daily operator checks to allow machinery to continue running at optimal levels.Investment Casting EngineerRemodeled and implemented hydraulic shear to remove excess material on ends of casted product. Designed machine guarding, fixtures, and tooling to optimize the shear for the desired process. Estimated $25k annual savings from the elimination of the previous process and cost of associated replacement parts.Redesigned and fabricated new automatic mold release spray manifold for all three wax injection machines. Worked with vendors to obtain new spray nozzles to improve spray coverage and reduce overspray by 50%.Continuous Improvement EngineerCreated and updated Work Instructions, Workmanship Standards, Job Safety Analyses, and Skills Matrices at each location.Supported Value Analysis/Value Engineering initiatives throughout the division by managing the B-Line project deck. Created reports using Microsoft Report Builder to easily track the progress on projects and validate projected cost savings.Distributions Requirements PlannerPlanned and scheduled stock transfer purchase orders for seven consignment warehouses and distribution centers using integrated MRP functions within SAP.Developed milk run schedules to optimize stock transports in full truckload quantities to minimize costs and improve service levels.

Supervised newly installed Thunderbolt compressor paint line. Identified problems and potential problems on the paint line and Led meetings with management and engineering to assign and complete action items for paint improvement program. Met with vendors to identify and solve paint and equipment issues with the VR2K paint mixer, IR paint curing oven, and pre-paint washer.Developed CAD drawings for the layout of over 50% of the factory including different alternatives for the redesign of the 5 F&H compressor assembly process.Designed and implemented returnable packaging system to reduce costs by eliminating the need to ship compressors in wooden crates.