Professional with extensive experience in business process reengineering in finance, contracts, manufacturing, assembly, accounting and supply chain. Skilled in material requirements planning (MRP), vendor rationalization, SOP’s and practical application of value stream and process mapping, management tools and sustainability.

PROFESSIONAL EXPERIENCE:

Confidential
Operational Excellence2004 to Present
Led operational improvement projects in insurance, manufacturing, telecommunications, chemicals, paper and packaging, assembly and supply chain. Managed manufacturing, accounting, customer service, scheduling and consulting professionals.

Health, Life and Specialty Insurers:

• Process mapping identified numerous gaps in contract administration that caused workload imbalances, slowed response time and failed to match agent’s skills with specific lines business. Additionally, the reengineering results were used to smooth the transition to a new computer system and web based contract submissions.
• Streamlined contract administration and developed KPI’s that held agents and managers accountable for processing policies and addendums in a timeframe that exceeded customer expectations.

Industrial Assembly:

• Value stream analysis and process mapping eliminated non-value added steps, redundant procedures and poor work balancing. Reduced contract cycle time by 38 days and improved order to cash which reduced working capital costs by $2.9 million. Eliminated six heads while improving customer satisfaction.

Process Manufacturing:

• Developed SOP’s which eliminated operator induced variability and ensured that BOM’s were adhered to. Process improvements and new criteria were established for resin trails. Annualized material costs savings were $13 million.
• Identified improvement opportunities in maintenance operations, installed performance management methodologies and a work order system and initiated daily follow up and metric reviews. Improved machine uptime from 67% to 94%, reduced overtime by $2.2 million and generated $11 million in incremental sales.

Consumer Products Company:

• Conducted root-cause analysis and process flow analysis to determine supply chain opportunities. Developed and installed SOX compliant Standard Operating Procedures (SOP’s) in 31 distribution centers which reduced off-day shipments, improved on-time delivery and reduced distribution complaints by 34%.

Confidential

Paper Printing and Converting:

• Using Lean and 5S methodologies for product flow, warehousing and maintenance routines, reduced paper inventory by $2.5 million and increased inventory turnover to 21 times per year
• Implemented performance management which reduced waste by $13% ($200K) and increased uptime 18% ($450K)
• Rebuilt the balance sheet and income statement after a defalcation. Collected $250K in A/R over 180 days

Confidential
Project Manager1998 - 2004

• Supplier rationalization eliminated 200 suppliers ($600,000) and reduced inventory by $40 million (20%)
• Root cause analysis reduced initial defects by 67% generating $3.7 million in labor costs and parts savings.
• Installed 5S methodology for tools and materials in aeroseal department labor cost reduction $817k
• Increased revenue $9.2 and EBITDA $5.4 million by reducing maintenance cancelations. Incented customers and sales to close the contracts early cancelations were reduced 98%
• Reduced initial service calls by 58% - $1.9 million annual savings reduced maintenance calls by educating customers on easy solutions $595k savings. Improved customer satisfaction from 34% to 90% through a recognition program

Confidential
Market Manager1995 - 1998

• Directed sales and marketing for a line of private label inkjet papers Collaborated with a competitor in the development of new inkjet papers which resulted in $4.7 million in new business.

Confidential
General Manager 1990 - 1995

• Recruited to lead a start-up division in high speed printing and packaging. Managed manufacturing, accounting, customer service and sales employees. Full P& L and capital spending responsibility. Developed standard costs integral controls Increased start-up division sales from $1 million to $10 million and net income to $1.2 million
• Established JIT and consignment inventory programs, reduced capital employed by $1.1 million. Negotiated contracts that reduced costs and improved on-time delivery developed and trademarked yardbarge paper refuse bag. Developed target specific advertising for yardbarge that grew sales from $ 3 million.

Confidential
Market Manager1987 - 1990

• Promoted to lead a matrix team of plant, sales and customer service managers in developing a strategic plan for the division. Implemented a strategic plan for $8.5 million in capital equipment labor costs were reduced $865,000 per year, capacity increased 25% and quality improved. Grew Garbax product line sales by $3 million. Secured $650k in converting equipment that reduced labor costs by 53% and increased capacity by 25%.

Senior Cost Accountant (1981 to 1983), Internal Auditor (1983 to 1985), Account Executive (1985 to 1987)

EDUCATION:

Master of Business Administration
Bachelor of Science