Stan Simpson Email and Phone Number

Leading the Continuous Improvement Proof-of-Concept work at the Walmart Transportation Command Centers. The DC network has been on a CI journey for a few years with positive results. My team is charged with designing what CI looks like in the Transportation organization of Command Centers, local Transportation offices, and the growing fleet of drivers and then rolling that design across all of North America.

I led a strategic project to equip the supply chain to thrive as retailer differentiation and marketplace fragmentation drove increased product portfolio complexity. The objective was to develop more flexible and responsive supply capabilities to reduce the reliance on high inventories without compromising customer service. The scope was focused on improving manufacturing predictability, flexibility, and responsiveness and required collaboration across sites, functions, and businesses. Work streams included educating the organization on new concepts, building the business case for investment, developing new processes/tools and influencing personnel to adopt their use, and creating/socializing new metrics to track new capabilities and incent new behaviors. I worked remotely and on site across all North American sites and select material suppliers. The effort delivered 29% improvement in mfg predictability and 30% improvement in mfg cycles against a head wind of 11% annual growth in SKU complexity. As the implementation matured, I moved to a Continuous Improvement role to lead the transition of this effort from a project to sustained processes, expand to new sites and new businesses, and set the trajectory for ongoing improvement. I was also a member of the leadership team for the World Class Operations group that served the product supply organization in a support and consult capacity for the Continuous Improvement journey.

I owned all production and warehouse operations along with the finance and production scheduling functions at the GLAD Mfg plant in Rogers, AR. I led a team of 6-8 direct reports, 15-20 salaried staff, and 600-800 full-time and temporary hourly associates in a 24/7 operation. My duties included developing annual budgets and performance objectives, improvement plans, and managing delivery of same using structured review processes and Continuous Improvement methods. Highlights of my APM role include:- Transitioned the culture from traditional supervision to a team-based environment.- Reduced plant salaried staff by 50%.- Merged the work forces and consolidated operations of two facilities.- Converted 75% of plant volume to a new technology platform.- Introduced TPM methodologies to all operating departments.- Led the Plant Engineering, Quality, and Maintenance functions for 2 years in a developmental role.- Led the Safety Pillar across all Glad plants for 3 years; RIR improved by 50%.

Responsible for all aspects of production in a 4-shift, 24/7 operating department at GLAD Mfg.4 salaried direct reports and 90 hourly associates in a team-based environment.Products: Interlocking closure plastic food storage bags (sandwich, quart, & gallon).Technology: Raw material blending (polyethylene plastics), slot cast and profile extrusion, inline converting and packaging of various package sizes and counts, automated carton forming and case packing.Responsibilities: Budgeting and reporting, staffing/hiring/training hourly workforce, short-term and long-term direction setting and performance tracking, setting improvement targets and creating/executing improvement plans, developing team coordinators, coaching/mentoring direct reports, ensuring all plant policies regarding safety/environmental/quality regulations are followed, communicating to all levels of the organization, acting as liaison to Plant Engineering, Production Scheduling, Procurement, and corporate technology platform team, ensuring equipment maintenance plans are in place, being executed, and effective to maximize lifespan of captial-intensive assets, etc.

Responsible for all aspects of production in a 3-shift, 24/5 bottling operation.7 salaried direct reports and 40 hourly associates in a traditional supervised environment.Products: Brand name (Prestone) and private label antifreeze in gallon bottles and bulk containers.Technology: Raw material blending (ethylene glycol and additives), blow-molding wheels, in-mold labeling, filling, capping, and automated case forming and case packing.Responsibilities: Budgeting and reporting, staffing/hiring/training hourly workforce, short-term and long-term direction setting and performance tracking, setting improvement targets and creating/executing improvement plans, coaching/mentoring direct reports, ensuring all plant policies regarding safety/environmental/quality regulations are followed, communicating to all levels of the organization, acting as liaison to Plant Engineering, Production Scheduling, Procurement, and Warehouse functions, ensuring equipment maintenance plans are in place, being executed, and effective to maximize lifespan of captial-intensive assets, etc.