• Improved Gross Margin by 19% through product pruning, supplier consolidation, long term agreements, OEM account set-up, and excess capacity elimination
• Reduced inventory by $400K using an E&O process with suppliers and customers to optimize strategic inventory
• Re-engineered all operational departments to achieve scalable results. Supply Chain, Production, Manufacturing Engineering, R&D Engineering, Quality, and all operational locations were addressed and sized to fit the capacity needs of the business
• Created standard workflow processes and functional reporting for all departments including a Stage Gate process for Product Development and standardization of designs
• Reconfigured workforce and hired key infrastructure of technical Plant Managers to enable scalable growth
• Worked directly with Ford Motor Company to obtain QVM (Quality Vehicle Modifier) certification in 3 locations

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• Implemented company wide Lean Training covering all departments and teams with Greenbelts. In 30 years the company had not introduced any lean principles.
• Removed traditional MRP functions (like Master planner) to reconfigure the Operations infrastructure along with the MRP system to create a scalable cellular team concept in production.
• Successfully achieved Re-Certification of AS9100 with added capacity of new buildings and autoclaves.
• Introduced, designed and developed On Time Delivery, Cost of Quality model, and scrap tracking metrics for improvement. Analyzed data to effect scrap reduction and production to increase output
  

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• Re-engineered entire supply chain, logistics, financial terms, and inventory controls due to company bankruptcy.
• Saved $750K in cost reductions through lean implementation and supplier negotiations.
• Developed and implemented all cycle counting procedures to improve accuracy from 30% to 92% in less than 3 months.

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• Secured and directed strategic partnerships with Tier 1 suppliers: BMW Designworks, EDAG, FEV Inc., Magna International, Roush, & Swift Engineering.
• Developed Hybrid Powertrain Strategy to meet marketing and performance targets.  Completed global search for off the shelf components: ICE, CVT, E-Motor, and Lithium Ion Batteries all requiring engineering analysis to optimize BOM costs and improve speed to market.
• Composed timing and validation plans with Engineering R&D cost estimates to provide Board of Directors with total program cost estimates.

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• Saved over $1M through Cost Improvement Projects (CIP) in the areas of COGS, Freight, Labor, and PPV
• Set up and moved all plant operations to Chihuahua, Mexico within 6 months to accommodate injection molding and motor/pump assembly operations from two U.S. plant closures.
• Designed and implemented inventory management that improved accuracy from 72% to 99% while reducing personnel from 35 to 18. Through Lean Logistics, re-engineered supply chain for Vendor Managed Inventory and Kanban Management to improve turns. Reduced inventory by over $1.2 Million through VMI.
• Used web-based Lean Fulfillment and implemented Capacity Management tool that linked Chinese supply base to live data on MRP system. Increased productivity from 95% to 118% and decreased cycle time from 4 days to 1 day.
• Designed and implemented new strategy that reduced past due orders from $1.4M to < $50K and improved OTD to 97%. Overhauled the legacy processes by focusing operations team on functional reporting.

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Distribution Turnaround

• Redesigned entire General Ledger in Microsoft Great Plains to allow for P&L reporting of 7 key business segments to control growth of the more profitable product lines.
• Re-engineered rebating process and recovered $100K+ in lost rebates and improved cash flow.
• Negotiated acquisition of key Sales force personnel that resulted in the company’s first ever opening of a remote distribution center and potential for major expansion of the business into new markets.

Business Development and Acquisition

• Grew medical imaging supply company from $9M in 1998 to $24M in 1999 and sold with excellent return.

• Performed complete IT implementation of inventory, purchasing, and receiving modules of Macola. Real time data dramatically improved customer service levels and inventory accuracy.
• Acted as project leader to move and consolidate 4 remote buildings into a 60,000-sq. ft. facility in two days.

Lean Manufacturing Implementation

• Planned and implemented lean manufacturing strategy for air filter manufacturer to sustain 30%+ growth in a make-to-order environment. Qualified AutoZone as first major retail account. Set up ISO9000 procedures.
• Consolidated 10 buildings, 140+ people in 6 departments from 4 locations in 4 months into one 60k sq.ft. facility. Customer lead-time average fell from 8.22 to 5.24 days. Inventory turns went from 2.01 to 4.23.
• Designed inventory flow to allow for elimination of 2 logical warehouses in the MAS90 MRP software. Reduction from 4 weeks to 2-3 hours eliminated ~ 6,000 daily transactions and immeasurable improvement to accuracy.

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• Initiated Kaizen improvement for injection molding. Exceeded record output by doubling productivity from 60% to 120% with long term foundation of continuous improvement and standards changes slated for next year.
• Formulated a cost-of-quality model that identified key areas for process improvement resulting in savings of over $2.25 million direct to the bottom line. Achieved ISO9001 Certification in US and Mexico.
• Facilitated strategic alliances with Pacific Rim suppliers in Taichung, Taiwan and Incheon, Korea. Re-negotiated returns policy with Korean supplier for field failures resulting in $200K savings.
• Managed quality efforts in a Supplier Day seminar representing $135 million in purchases. Detailed Supplier Partnership Program for supply base to achieve dock-to stock status.

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