Atlanta, Georgia, United States
A data-driven & results-oriented professional with a Bachelor’s Degree in Mechanical Engineering and 25+ years of experience in the automotive, medical device and consumer products industries. Experience includes direct and indirect cross-functional team leadership, quality, supply chain development, continuous improvement, and product design & development. I have extensive experience working with teams at all levels of the organization to develop business plans, key metrics and organizational structures to drive achievement of business objectives.
• Leader of the Supplier Development & Strategic Sourcing function for the Abbott (Heart Failure Division). • Lead a team of 10-12 team members with primary responsibility of end-to-end Value Stream Analysis (internal & external) to identify opportunities for continual improvement and/or risk mitigation for current & future products. • Optimization of value stream health & key metrics (Quality-Delivery-Cost-Risk-Sustainability). • Responsible to create the sourcing strategy for the Heart Failure Division (NPI & Sustaining). • Drive Make vs. Buy strategy & decision-making process based on critical metrics of the value streams. • Team role & function includes both business-focused (agreements, sourcing, NPI procurement) as well as technical-focused (technical roadmap & evaluation, process development & improvements, DFM, problem solving. • Significant activity geared towards Total Cost of Ownership & risk analysis with focus on quality and other drivers (scrap, design for manufacturability, sourcing, etc…) versus targets, standards and strategies. • Created team vision to extend activities from primarily sustaining (current products) to new product introduction and change points, resulting in a significantly increased key metric impact for the team and an increased focus on value stream health and key metric development for NPI.
• Developed & implemented improvement projects focused on identifying risks, gaps or opportunities in the end-to-end supply chain and then developing the right action plan(s) to improve both Abbott and supplier value stream metrics (Quality, Cost, Delivery, Growth). • Project leadership included, but not limited to, quality improvements, Lean improvements to value streams, cost savings, operating metric improvements, crisis management, rapid improvement projects, product & value stream development, supplier appraisal & selection and risk mitigation activities. • Developed risk assessment model and tools for supply chain based on a variety of business, performance, environmental and other factors – this tool was used globally to identify & mitigate risk points. • Should-Cost modeling to optimize process & cost metrics. • Assessment & selection of suppliers to develop & improve the global sourcing strategy, including development & approval of the new tools & methods used.
• Team manager of a group of 7-8 engineers that led continuous improvement & Lean implementation projects within the value stream of multiple sites & divisions, focused on improving quality, cost, & delivery key metrics. • Team projects included rapid to long-term continual improvements to products, processes & systems (methods). • Development of focus and scope for ongoing continuous improvement activities & other projects for the team based on the current performance of key metrics and future business conditions. • Creation and maintenance of budgets and team alignment that supported company and department projects and business plan objectives (current and future). • Team’s projects led to a 68% improvement in Quality, Cost & Delivery key metrics for a variety of suppliers and/or products, as compared to those suppliers and/or products that were not within the team’s scope. • Collaborated with global peer teams to help set & support strategic directions for global continual improvement.
• Situation appraisal and improvement projects within the supply chain focused on identifying gaps or opportunities in a supplier's performance metrics, developing the right action plan(s) to improve, setting targets, forecasting the impact on metrics and confirming the results. • Primary focus on operational & business excellence (best practice) principals for long-term success. • Responsible to develop & implement projects focused on rapid, mid-term and long-term continual improvement of products & processes – Quality, Cost & Delivery focused primarily. • Direct project leadership of a variety of projects requiring management of resources from both Honda and suppliers, including various levels and types of teams, equipment and other capital investments. • Improvements included, but not limited to safety, quality, manufacturing, production control, logistics, maintenance, human resources, new model development and management. • Utilized Lean Manufacturing concepts and various continuous improvement methods, including TPM, 6-Sigma and kaizen activities. • Extensive training and application of a variety of Lean concepts, including 6-S, O.E.E. and value stream mapping. • Supported crisis management situations at suppliers and Honda facilities as they arose. • Position requires extensive domestic and international travel.
• Lead for the overall quality improvement of a variety of suppliers spanning multiple commodities and the mass production components and systems they manufactured. • Collaborated with suppliers to solve a variety of part and systems issues and implement countermeasure activities. • Developed and implemented projects with suppliers and in-house groups, including cost-savings, market quality issues, and quality, process & design improvements. • Extensive work with maintaining and developing drawing standards, general design specifications, PFMEA & PQCT documentation, as well as other quality and design-related applications. • Job required disposition of a variety of parts and processes to standard specifications, such as drawings, quality, regulatory (FMVSS) and process control standards. • Variety of trainings focused on problem solving, decision making, and management development.
• Product Development Engineer for new products being introduced to the market. Job responsibilities included the design, development, and testing/confirmation of various types of parts and systems. • Led cost saving, design/process improvement, and market quality projects for current and past models. • Projects included extensive work with various types of molded plastics, aluminum and zinc die castings, powdered metals, stampings, extrusions, and machined parts. • Projects required extensive interaction with various in-house and supplier departments, including marketing, manufacturing, quality, sales, purchasing, research & development and senior management. • Managed and coordinated in-house and supplier tooling for all die-cast and injection molded parts. • Worked within development process to improve component design as it related to tooling maturation, maintenance, cost savings, and timing.