Shauna Smith Email & Phone Number

Charlotte, Nc, Us

Northbrook, Illinois, Us

P&L leader accountable for leading a wing to wing cross functional team providing high performance elastomer seals supporting the Semicon market segment.

Northbrook, Illinois, Us

Northbrook, Illinois, Us

Part of IDEX Corporation, Precision Polymer Engineering (PPE) is a manufacturer and supplier of high performance, niche elastomer seals used in critical applications around the globe.

Charlotte, North Carolina, Us

Selected by business segment leader to develop operational structure and project manage/execute the integration of mixing solutions acquisitions to support inorganic growth during a global pandemic. Provided strategic goal setting facilitation and guidance for newly formed Mixing Solutions $300M P&L organization. ▪ Developed and led integration operational rhythm for multi-region $65M acquisition including cross functional team leadership in transition of resources and processes. Exceeded year 1 synergy realization with positive impact of ~ $2M in cost and in 7 month post-close timeframe.▪ Drove integration plan including UK site closure and transfer of work to alternate facilities in the UK and US, merging multi-region commercial strategy, legal entity dissolution, and resource benefit/payroll/ employment contract transition.▪ Facilitated strategic goal development utilizing Hoshin planning, Xmatrix and A3 tools to ensure alignment with P&L strategic plan and annual operating budget.

Charlotte, North Carolina, Us

Recruited to lead strategic implementation of company’s process improvement organization at the manufacturing site level for North America. Business includes 4 U.S. sites (WI, NY, IL, FL) and 10 product lines generating 9-figure revenue annually. Manages lean initiatives and continuous improvement (CI) strategy in partnership with 34 site-based, dotted-line CI leaders and engineers responsible for scheduling/planning, machine capacity, and consistent throughput.▪ Partnered with site leaders to recruit site-based continuous improvement team for North America. This new organization has been key in strengthening relationships and positioning the business for future growth. ▪ Developed strategic multi-site lean implementation plan to deliver improvements in basics in compliance, EHS, quality, waste reduction, efficiency, consistent on-time delivery, and cost metrics for the region.▪ Led a 7-week multinational Kaizen event in a work-from-home environment. This propelled immediate improvements, including a transformation from 74% to 91% on-time delivery. Reduced time-to-release-orders by 83% (to 30 min.) and improved overall productivity from 55% to 99%. Core part numbers began shipping in 1- and 3-day increments vs. the historical 10-day average.▪ Reduced product lead time in the company’s largest facility from 18 to 6 days. Worked with operators to attack piece-part shortages, align inventory with demand, and eliminate manufacturing disruptions.▪ Developed and led a 4-week, all-site value stream training course with 45 U.S. and Europe-based team members.▪ Maintained business continuity during the COVID-19 pandemic without layoffs.

Benton Harbor, Michigan, Us

Recruited to lead 1M-sq.-ft. manufacturing facility. Manages 90 leaders (16 salaried, 74 hourly) and 900 hourly employees across a complex, high-mix production model: 790K units annually representing 200+ model numbers. Accountable for fabrication, finishing, and assembly operations as well as 9-figure operating budget.▪ Assessed team capabilities, structure/systems, processes, metrics, and measurement mechanisms. Delivered operational excellence in safety, quality, cost, delivery, and engagement. Achieved 1.21 safety total recordable incident rate (TRIR), a 15% YoY improvement. Delivered record-low customer service incident rate as well as 94.2% assembly yield.▪ Achieved 81% favorable employee engagement score from Operations Leadership Team by establishing a culture grounded in open, transparent communication and accountability. In 2018, achieved a people leader effectiveness score of 4.62, 5% higher than the overall average within Fortune 500 company’s North America region.▪ Rebuilt operational leadership team while maintaining business continuity following period of voluntary attrition/retirement.▪ Developed and accountable for annual budget with a focus on cost control and productivity improvements; directs budget reviews, forecasting, and corrective action efforts.

Selected to manage 100K-sq.-ft. manufacturing operation generating 9-figure annual revenue (contributing 10% of business segment operational profit). Directed 22 management reports and 101 hourly employees across engineering, manufacturing, quality, EHS, customer service, and finance.▪ Quickly gained trust of colleagues and employees within an environment of deeply embedded practices and factionalism.▪ Assessed team and identified opportunities to make organization more efficient. Aligned individual strengths with functions.▪ Conducted balance sheet review; led implementation of a second shift, driving cost savings, throughput increases, and improved emergent customer response capability.▪ Work generated 7-figure revenue increase and 12% CM growth with <6-figure overdue backlog, 93% on-time delivery, and 8 inventory turns. Able to turn spare parts orders (from order entry to output) in as little as 2 hours.▪ Key team member in 8-week due diligence and spin-off of the Services segment of the North America Aftermarket business including assets (2 plant buildings), order backlog, and supporting resources. Pivotal in development of employee communication plan and subsequent execution of plan.▪ Designed and launched GE’s first Oil & Gas Global Inclusion Week. Served as Women in Operations leader for Houston Oil & Gas.

Promoted to manage process improvements and day-to-day operations for manufacturing business with 6 product lines generating 9-figure revenue annually. Directed 11 direct reports and 65 hourly/contract employees. From 2015 to 2016, concurrently led a special project focused on improving throughput of bottleneck processes in union facility in the midst of plant closure.▪ Returned teams to a focus on core operational execution practices while maintaining focus on delivery commitments to world-class customers. Structured and led lean projects, including the implementation of value stream mapping and time studies.▪ Eliminated production ramps, achieving steady throughput and exceeding operating plan each quarter. Grew revenue 10%. Exceeded forecasted CM by 34% and reduced inventory 54%.▪ Co-created Women in Operations initiative focused on the engagement and development of women in supply chain careers. Formed steering committee, developed strategic plan, and launched program.

As GE worked to integrate and optimize operations across an Oil & Gas division of several newly acquired businesses, selected to manage plant fulfillment, all incoming raw and outgoing customer shipments for a 9-figure manufacturing operation with a 9-figure backlog. Managed 10 direct reports and 54 hourly/contract employees across receiving, warehouse, and shipping/logistics functions.▪ Leveraged prior GE successes in holding all manufacturing operations leaders accountable for commitments. Reinstituted supply chain and demand management execution discipline plantwide. Implemented production meetings and an integrated schedule.▪ Work was pivotal in positioning business for an 8-figure reduction in backlog over 2 years (74% alone in 2013) as well as delivery of 9-figure revenue in 2013. Growth in 2013 more than doubled 2012 outcomes.▪ Led annual physical inventory of the 35-acre NHR facility, 2 offsite pipe storage locations, and 20+ outside supplier processing facilities to account for 9-figure inventory. Yielded 6-figure net deficit (74% YoY improvement) with 5-figure less cost.

Schenectady, Ny, Us

To achieve Master Black Belt certification, served in a strategic role as the continuous improvement/six sigma champion for 220 salaried employees across GE’s Nuclear Supply Chain in the U.S. and Canada. Concurrently mentored 103 Green Belt and 3 Black Belt candidates.▪ Instructed employees and belt candidates on lean six sigma principles while conducting regular lean project reviews.▪ Guided organization through delivery of compliance, EHS, and quality projects that produced 8-figure cost savings/avoidance.▪ Selected as a member of the team assigned to provide assessment of Fukushima Daiichi near-criticality incident.

Schenectady, Ny, Us

Advanced to oversee production of 2 products generating 8-figure annual revenue and supporting internal/external customers in the U.S., Europe, and Japan. Managed 14 salaried direct reports and 175 hourly employees.▪ Held accountability for delivery on daily production goals with a focus on minimizing overtime and improving efficiency.▪ Consistently exceeded output objectives while achieving 100% on-time delivery and reducing the cost of quality.

Schenectady, Ny, Us

Manager Shop Operations (MSO), Fuel Channels and Water Rods ~ Led team of 3 exempt and 60 hourly employees (40 operators, 20 Maintenance Technicians). Managed manufacturing of nuclear fuel channels and water rods as well as the maintenance support for FCO.

Schenectady, Ny, Us

Led team of 33 multidisciplinary maintenance technicians in the Fuel Manufacturing Operation (FMO). Provided work direction to an additional 19 maintenance technicians working with the 0perations group.

Corning, New York, Us

Corning, New York, Us

Gb