Tony Kramer Email & Phone Number

Irving, Texas, US

Irving, Texas, US

St. Louis, Missouri, US

• Driving improvement throughout the enterprise by working with business unit leaders to develop and execute their strategic deployment plans and value stream transformation roadmaps.
• Leading the integration of new acquisition (Thinklogical) into Belden.
• Leading the development and roll-out of a common S&OP process across Belden globally.
• Collaborated with Commercial VP/GM’s to improve sales and marketing processes.
• Developed new production capacity planning processes to better utilize plant resources and provide shorter and more accurate lead times to our customers.

St. Louis, Missouri, US

• Owner of on-time delivery and inventory turns for Belden Americas Group. Developed the monthly production plan for five North American Belden plants which produced $750M in annual revenue. Led the order fulfillment.
• Successfully launched VMI program with one of our largest distributors, improving their inventory turnover by a full turn and reducing their stockouts from 5.5% to 2.9% within the first 6 months.
• Improved Belden OTD to our Top 10 Distributors from 92.5% to 96.3%.
• Improved average FG inventory turns by nearly two turns from 14.3 to 16.2.

St. Louis, Missouri, US

• Directed and coordinated the development of the three-year strategic plan for North American Operations. Led the Plant Managers and Supply Chain Directors through the Strategic Deployment process to develop and.
• Reduced Average Manufacturing Lead Time (Order Entry to Ship) from 13 to 8 days.
• Improved group level inventory turns by 1.14 turns.
• Delivered $13.6M in operational cost productivity in 2011 vs. $10.8M goal.
• Certified as Belden Master Blackbelt in Value Stream Mapping.

Stow, Ohio, US

• Full responsibility for developing and managing operating plan and budget for a two-shift manufacturing plant that generated $50M in annual revenue. Achieved significant year over year improvement across all key.
• Reduced OSHA recordables by 85% over three years (14 in 2007 to 2 in 2009).
• Improved quality through structured problem-solving methodology to reduce initial 12-month warranty claims by 50% over three years. (15,569 ppm to 7,711 ppm).
• Maintained stock toolbox fill rate above 96% while increasing inventory turns by 2.5 turns.
• Reduce process waste through kaizen in order to increase labor productivity from 90% to 98%.
• Reduced steel scrap rate by 36% in 2009, through shop floor problem solving and employee Gainshare program incentives.

London, Ontario, CA

Two-year expatriate assignment to implement the Danaher Business System across the $125M company. Reported to President as member of Executive Staff responsible for coaching the company leaders on DBS/Lean.

Loveland, Colorado, US

Responsible for leading and promoting the DBS process at the Hach plant in Ames, Iowa as well as helping define annual strategic initiatives and policy deployment objectives for the Water Quality Group operations staff.

Detroit, Michigan, US

Reported to the Director of the Operating System Strategy Group, a corporate staff charged with the development and implementation of a company-wide operating system modeled after the Toyota Production System. Managed a group of internal consultants tasked with implementing the DTE Energy Operating System by teaching lean concepts, coaching, facilitating.

Detroit, Michigan, US

Manufacturing engineer supporting several assembly plants and fabrication plants.

Msme, Mechanical Engineering

Ms, Management

Bsme, Mechanical Engineering