Operations & Strategy IE
Philips
Total des années d'expérience :17 years, 4 Mois
• Assisted PLS NA head of operations in charting future operations strategy goals and initiatives for north American manufacturing facilities including lean capex projects
• Key Accomplishments:
o Implemented lean manufacturing program across north American facilities to streamline operations and ERP implementation while reducing manufacturing base cost by 20%
o Performed Added value analysis studies across north American facilities to optimize organization structure and indirect headcount leading to $4MM in cost savings
o Managed setup of pilot line and implementation of industrial programming and testing project for luminaires to align manufacturing capabilities with future systems and traceability strategy
o Analyzed BOM and component usage to identify opportunities for modular design and cost engineering resulting in $2.5MM of BOM savings
Contract Packager
• Assisted in assessment of changeovers, warehouse, and transportation operations of a finished goods packager
• Key Accomplishments:
o Redesigned commercialization process and formalized documentation to increase new line stability by 60%, throughput by 35% and standardize processes across all client facilities
US Navy
• For the US Navy, performed a study on commercial and military power related equipment to identify cost drivers for higher mil component pricing between commercial and military equipment of similar performance ratings
• Key Accomplishments:
o Developed a cost model to provide breakdown of commercial and military power equipment pricing across manufacturers and quantify price difference attributed to procurement constraints, procurement processes and military effective performance
o Provided recommendations on opportunities to reduce the military price premium by 50% through the modification of energy efficiency specifications, new technology standards and procurement practices
Grocery Chain
• Developed a proposal for a major US grocery chain to address future growth strategy, E-commerce, pricing strategy, private label growth, supply chain efficiency, lean capex and category management
• Conducted analysis of financial statements and associated risks/opportunities to provide understanding of financial performance to internal/external stakeholders
• Provided business support through FP&A, cost management, KPI reporting, ROI, P&L forecasting, budgeting, inventory optimization, supply chain standardization, performance reporting and analysis to program managers
• Integrated program plans, across Boeing’s functional teams, product groups, suppliers and partners
• Key Accomplishments:
o Developed Long Range Business Plan (LRBP) for International Defense programs with the Boeing leadership team using appropriate financial indices to maximize profitability and shareholder value
o Managed a cross functional team of finance analysts, engineers and IT personnel in charge of automating schedule and cost performance capture process for earned value management purposes resulting in 90% reduction in processing time
o Created program schedules and integrated master schedules for engineering development of International Defense programs to streamline critical path, identify dependencies and milestones, reduce lag, float times, cost and schedule by 15%
• Applied Industrial Engineering concepts to improve manufacturing operations through process redesign and sequencing
• Implemented lean manufacturing and six sigma concepts to reduce cost and improve quality of operations as lean focal
• Validated cost reduction initiatives and ensured that proposed savings would provide sustainable competitive advantages
• Managed shops’ weekly production schedule and reported out to management on KPIs and short range strategy
• Forecasted 2 year manpower to ensure resource optimization and uninterrupted production schedule
• Key Accomplishments
o Re-engineered supplier management process through Value Stream Mapping reducing lead time by 3 weeks
o Evaluated supplier performance and schedule impact analysis for circuit breaker panels driving quality improvements and negotiating earlier delivery commitments to support critical path and 7 day takt
o Re-sequenced bar charts to streamline critical path, improve lead time and optimize manpower for 7 day takt, which resulted in improving production, throughput and workflow by 16%
o Implemented a six sigma yellow belt project to reduce swaging defects of hydraulic and oxygen tubes by 50%
• Conducted extensive research, data collection, evaluation and analysis to control customer's source of risk, loss and/or costs
• Coordinated and managed erection of cement manufacturing equipment at client sites internationally