Business Transformation and Operational Excellence

While at Wabash National I designed and set up a Stock Trailer program working with independent dealers and company dealers. The program generated $100 million in new trailer sales and $7 million in margin. As VP of Production and Logistics at Freudenberg NOK I drove expanded demand planning capabilities, improved processes applying lean six sigma concepts – recorded a savings of $1 million and attained 15% improvement in cycle times and 10% fill rate. Improved production processes and floor layout, establish KPI that drove process improvements and corrective actions, significantly improve our performance against service commitments to our customers, and establish methods and processes to increase our ability to respond to changing priorities and rapidly escalate problem resolution. Achieve ISO 9000-2000 certification and had US Customs C-TPAT system set up to improve import material flow. During my period at NCR I establish KPI that drove process improvements and correct actions, re-engineered Inbound material process significantly reducing cycle time to order fulfillment - $1 million savings and set up enhanced capacity metrics modifying computer systems to improve resource planning process. Some of my accomplishments at GE were expanded customers base and business volume, implemented monthly Budget analysis process, open profitable operations in Canada & Mexico, Reduced operating cost – $2 million systems–$3 million Quality-$5 million clients = $10 Mil, initiated and managed implementation of ISO 9002, completed three Six Sigma projects and mentored & managed 15 Six Sigma projects, drove the designed and managed installation of new process for plastic resin transfer system. At Hills Pet Nutrition initiated, evaluated, & mentored the Reengineering an all new way of delivery of Hill’s products to our customers resulting in a significant improvement of customer service and reducing; errors 66% - warehouse productivity 17% & delivery productivity 20%.