Todd Turner Email & Phone Number

San Francisco, Ca, Us

Winterthur, Zürich, Ch

- Responsible for the leadership, manpower resources and annual budget of Engineering, Tool and Die, and Maintenance including 10 direct reports and over 50 indirect technical resources. - Led the transformation to a high performance, metric driven team, that is conscientious of financial impact, and directly engaged on the shop floor. Through expectation setting, coaching, and feedback, the group has grown into a self-sustaining, motivated team with significantly improved ownership and morale. - Created and empowered S.Q.D.C.M. cross-functional teams to make business decisions to improve response time, leverage lean tools, conduct data-based root cause analyses, and drive accountability and ownership. - Set foundation for further sustained improvements by employing 5S, visual management, predictive maintenance, and TPM. - Led the financial turn-around of the plant by improving OEE, reducing scrap, and reducing tooling and maintenance cost. Empowered the team to implement a "Top 3" process to further improve scrap and downtime, and to implement corrective and preventative measures for resolution of root causes.-Facility management including capital investment, building exterior, roofing, boilers, high pressure steam distribution, electrical, compressed air, reverse osmosis, HVAC, chilled water, air filtration, overhead doors and docks, and sewer.

Eschen, Li

- Managed global maintenance organization consisting of over 190 technicians, engineers, and managers. Responsible for budgets, headcount planning and cost savings goals for 10 sites globally. Directed the launch and ramp-up of new sites in 3 countries.- Led the culture change of the global maintenance team resulting in cross-site cooperation, best practice sharing, and global standardization. Achieved transformation by engaging every level of the maintenance organization, seeking feedback about strategy implementation, effectiveness, and barriers which unearthed essential grass-root feedback for continual improvement. - Created a global spare part management system to reduce global inventory value by standardizing processes and leveraging local part inventories. Implemented a cycle count process to decrease inventory error. Deployed a risk management process to identify, rank, and upgrade obsolete components and machines. - Expanded Six Sigma program globally, certifying 23 new Green Belts, and yielding 19 completed projects for a total savings of $2.3 million.

Eschen, Li

- Managed a global engineering organization consisting of over 130 engineers and managers. Leveraged common improvement potentials across sites to reduce tooling cost per piece, improve process capability, and reduce cycle time on bottleneck processes. - Served as a mentor and resource for engineering managers in 10 locations globally. Worked across time zones, cultural differences and language barriers to build a cohesive, strategic vision for the global engineering team. - Organized a global Six Sigma program. Trained and certified 15 new Green Belts, yielding the completion of 12 projects, for a total savings of $1 million. Implemented SMED methodology, for a changeover time reduction of 50%.

Eschen, Li

- Managed Production, Manufacturing Engineering, Process Engineering, and Maintenance. Oversaw a production increase of 20%, while maintaining operational and productivity targets. Increased customer portfolio by 3 customers and 4 platforms.

Eschen, Li

Eschen, Li

Eschen, Li

Master Of Science - Ms, Systems Engineering

Bachelor Of Science - Bs, Civil Engineering