Holly Springs, North Carolina, United States
Strong manufacturing background with more than 17 years in Operations, Supply Chain, Lean Sigma, Six Sigma, Transportation and Logistics, and Customer Service. Throughout my career, I have steadily taken on heightened levels of responsibility and management positions with a yearning for new challenges. I value a strong and healthy employee culture that exhibits a strong desire to win. Areas of Strength Supply Chain - Finite Scheduling - Strategic Planning - Tactical Planning - Inventory Management - Lean Sigma - Kaizen - Six Sigma - Black Belt - SAP - Customer Service - Manufacturing - Operations - Textiles - Executive Management - Transportation and Logistics - Import/Export - Tolling Coordination - Pricing Management - Global Business Practices
- Leads Supply Chain Operations for the Coating Solutions Platform in North America, which encompasses Coating Resins, the Sartomer Group, and the Coatex Group - Leads the Sales & Operations Planning processes and execution of the results - Leads the logistics and distribution plans - Leads Supply Chain initiatives and projects to support business and process improvement, including digitalization - Talent Management and Team Development for the supply chain and customer service groups within the organization
Supply Chain Manager supporting the ACR business.
Promoted to manage the North America finished products supply chain for PF, the lone remaining industrial polyester producer in the Americas. This expanded management role included supply chain leadership responsibilities for five (5) manufacturing sites in the US and Mexico and was valuable in further developing my leadership skills. On-time delivery to customers averaged 99.7%, versus a company-wide goal of 99.5%; this was a routinely tracked metric across the business. Reduced overall production inventory by 35% during my tenure, across all five sites. Embedded in this result included a reduction of slow-moving and aged inventory from accounting for 20% of the total inventory down to less than 5%. Active member of the global product management team, responsible for managing the North American portion of the global supply chain; this responsibility stretched across all nine (9) PF global manufacturing sites. In addition to the supply chain portion of the role, I also managed the US and Mexico Customer Service team that supported all five sites. This valuable experience included managing daily customer communications, customer order entry, tolling coordination, pricing administration, transportation and logistics, and facilitating product imports for resale in the US and exports of our products to Europe and Asia. Served as interim T&L (transportation and logistics) manager for one year during a transition period in the business; gained valuable experience in TMS and 3PL management. Participated in and lead Lean Sigma Kaizen events in production areas and in the business process areas. In the 6 years in this role, I was involved in 12 Kaizen events in addition to routine leadership duties.
Managed the supply chain team at the manufacturing site, including 2 direct reports. My team scheduled production at the finite level, managed finished goods inventories and raw material inventories, and provided SAP production analysis and support to the global Performance Fibers business. Finished Goods inventories were reduced over the course of the three years by 50% due to continuous improvement exercises and "right-sizing" the production footprint. This resulted in the creation of more than $6.0M working capital cash. Managed the Fibers production area and Warehouse in addition to the supply chain duties. This included eight (8) direct reports and 130 indirect reports (hourly labor). Labor efficiencies in the production environment increased by more than 40% at the end of 2006 versus 2003 actuals, and 15% in 2006 alone. Utilized Black Belt Six Sigma certification and related Lean experience to manage continuous improvement projects. Mentored Six Sigma Green Belts with their CI projects. Key team member in the development of the Performance Fibers Lean Sigma program that began in 2004; the program still continues today (2013).
Managed the five (5) member supply chain team at the site. Primary responsibilities of the department included raw material management, daily SAP production analysis, production scheduling, inventory management, and tolling activities required to supplement local production. Member of the core site leadership team; participated in the development of the local manufacturing strategy, AOP, and business STRAP. Utilized Six Sigma skills to reduce FGI (finished goods inventory), creating $2.4M of excess working capital during 2003. Plant representative role in the Honeywell Performance Products supply chain process. This included RCCP (rough cut capacity planning), the finite scheduling processes, and integrating the production planning business level S&OP and MRP process (using the SAP module) into the site supply chain processes.
Scheduled plant production to meet customer needs, maintained a 99.5% on-time delivery as well other critical customer requirements while optimizing the scheduling process for maximum schedule attainment. Utilized six sigma tools to continuously evolve the scheduling process for improved efficiency, accuracy, and stability. Utilized six sigma tools for inventory optimization based on variable sales and production. Assisted in the development of a monthly production plan in SAP for purposes of true SAP “Available to Promise” implementation.
Completed Six Sigma certification and Black Belt process improvement project to save the business unit (Performance Fibers) $463K, annualized. Initiated and supervised installation of new equipment to improve yields of Seatbelt product by 3%, or $300K, leading to increased sales and decreased cost of poor quality. Daily responsibilities included providing technical assistance in troubleshooting area process and equipment problems, reviewing variable process data and initiation of corrective actions in problem areas, maintaining product properties within established control limits and specifications in the continuous production area by using Statistical Process Control (SPC) methods.