Talented and versatile supply chain professional. 15+ years of diverse business operations and manufacturing experience. Motivated, result-oriented, senior manager focused on utilization of Lean, Six Sigma principles to increase value to customers, improve cash flow and reduce cost. Pragmatic use and balance of performance analytics to focus and drive key initiatives and continuous improvements. Practitioner of Shingo world class criteria and principles. Strong expertise in strategic operations planning, S&OP, demand and supply management, revenue and expense management, P&L, lean initiatives and inventory management programs. Energetic, passionate manager, demonstrated leader with emphasis on team building and coaching. Positive focus with sense of humility. Accomplished and committed to operational excellence. Eagle Scout
ARRIS Group is equipment design and manufacturing company that provides cable operators with high-speed data, video and telephony systems for homes and businesses. Key responsibilities; Directed and led 3 managers, 14 salary employees. Key supply chain leader and interface back to Access Technologies business unit. One supply chain face for the Business Unit. Managed supply chain supporting revenues of $360M. Strategic and tactical support of S&OP process, through demand planning function to direct EMS and internal factory production build plans. Supply and inventory management including Oracle data integrity and planning policies, inventory management and turns improvements, excess and obsolete risk management, new product integration (NPI) launch, ramp and product life cycle support. identify and generate strategic range based forecasting and safety stock policies.
Managed strategic and internal manufacturing operations. Managed total organization w/ internal factory of 650+ employees. Led the S&OP forecasting process through demand planning, revenue management, supply planning and production execution to support annual revenues of $120M growing to $327M. Managed backlog, revenue and recognition issues, risk assessment and E&O. Direct management of strategic business consolidations and transfers. Developed strategic manufacturing models to support high mix, low volume manufacturing.
C-COR Broadband was a design and manufacturing company of HFC cable transmission equipment.
Directed and managed 500+ salary, direct and indirect personnel across multiple sites. Strategic forecasting, planning and production execution supporting $120M to $180M in revenues. Responsible for multiple manufacturing sites, using a centralized business operations, Demand Management function with site level Master Production Scheduling, Production Control, Material Control, and integrated production.
Responsible for production, in-process inspection, final inspection, final quality assurance, receiving, stockroom, planning, manufacturing engineering, first and second shifts Gross inventory reduction of over $33M from December 2002 through June end, 2004 Increased on-time delivery to original customer promise date from 65% to 95%
Responsible for fiscal objectives in the areas of Design for Excellence (DFX), flow, process improvements, velocity/capability, cycle time, cost reductions and training. Successfully led production transfer of Santa Clara, CA Optical division to Meriden, CT facility in 60 days from closing announcement to full production.
Managed Senior DFM Engineer, Senior Operations Engineer, 3 Product Line Manufacturing Engineers, and a Manufacturing Engineering Clerk. Re-organized and staffed department to support production, new product development and supplier base Support product line integrations into local suppliers, Argentina, Austria and Mexico facilities.
Supported new product introduction (NPI) and development and production integrations. Primary product lines supported were high frequency RF Broadband and fiber optic based transmission gear. Created and implemented formal work centers and routings (routings did not exist prior). Developed and implemented automated 3.5" diskette duplication process. Created and maintained manufacturing methods, processes, related tooling and fixtures.
Responsible for the production and quality control of CAD products for garment design, utilizing employee involvement and Just-In-Time techniques Decreased labor standards by 50%, WIP queues by 80% Developed and implemented final assemble to order model and QA processes Member of company TQM Team (for new product introduction), Customer Satisfaction Team and Quality Action Team MARK A.
Ward Technical College
Target Costing - Cycle Time Reduction - ISO Internal Audit - Supply Chain Management - Experiential Team and Trust - Designing, Developing and Staffing High Performance Organizations - SAP4.6 - Oracle 11i - Sexual Harassment and Ethics - Acceptability of Electronic Assemblies - Implementing 5s - World Class Manufacturing - Visual Factory Management - Supervising for Continuous Improvement - Positive Power and Influence - Bare Bones Quality Functional Deployment - Lean Manufacturing - Value Stream Mapping - Six Sigma Green belt - Design for SMT Manufacturability - Annual APICS CEUs, Seminar 1
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