Operations
Distribution Operational Transformation: Supported a multi-billion organizational transformation focused on improving efficiency, quality, and leadership effectiveness while growing 20%. Assessed the largest distribution centers to determine/prioritize the improvement levers using value stream mapping and other analytical tools. Developed SOPs, leadership assessments, SKU layout/models, and work plans for the levers (e.g., close by 6 pm); provided 1:1 coaching to supervisors, Operations Managers, Sales Managers, and General Managers, running the business. Developed “mapping” model of 1000s of items in the current state location; redesigned warehouse location by usage (formerly was by product category) and storage type to minimize time/touches and maximize quality/inventory accuracy.
Results/Impact
$3M/year in increased profits from reduced customer credits (due to increased quality) and reduced labor cost (due to increased efficiency).
Increased efficiency for Material Handlers by ~30%.
Supported the development of multiple aligned leadership teams.
Zero-Based Budgeting: Led a global effort in 5 North and South American countries to develop a new budgeting methodology that embedded business leaders (and their global counterparts as part of a ZBB cell team) justifying and gaining approval for each spend item focusing on 2 of the 15 spend packages (External Services and Maintenance). Optimized the budgeting process (and embedded controls), created simple templates for the business leaders to use to develop/justify their budgets (easily uploaded to SAP), created new reporting measuring for the business leaders (actual vs. budget), and provided an incremental incentive to the ZBB players based upon their results. The effort included strategic sourcing, optimizing maintenance routines/planning, and the elimination of unneeded services/costs.
Results/Impact
$24M/year in savings
Supply Chain Optimization: Led an end-to-end improvement effort for the supply chain organization of a global $4B aerospace supplier. Focused consulting team on 5 strategic sites (of the 40 total). Redesigned role & responsibilities and organizational structure for program management, sourcing, forecasting, planning, and purchasing departments and optimized the end-to-end forecast-to-cash process to reduce the lead time (& free up working capital) for 3 different business segments: OEM, spares, and aftermarket service. Created SOPs for decentralized roles: strategic and commodity buyers, planners, schedulers, program managers, and contract administrators. Implemented new sales & operations planning process and standard templates, metrics, and monthly reviews. Conducted several Kaizen events at the 5 strategic sites with a cross-functional team; developed a future state process after analyzing the current state process (e.g., proactively contacting the customers before components are due to be replaced and providing shipment information). Identified solutions which included changing the service model (e.g., process and technology platform), role & responsibilities, and organizational structure.
Results/Impact
Reduced raw material inventory by 70%, freeing up millions of dollars.
Increased customer service by 40%.
Eliminated 3-month backlog; reduced lead times by 60%.
Supported the development of an aligned effective organization with increased capabilities.
Data and Inventory Optimization: Supported a multi-year transformation for a $4B building materials company. Developed future state processes for quote-to-cash and source-to-pay in Kaizen events with cross-functional teams; developed implementation efforts and supported discrete improvement initiatives to capture results. Implemented a new data governance structure. Developed and implemented a data cleansing effort for key SAP master databases, which included SOPS to add/edit records and internal controls to keep the data clean. Facilitated/supported the development of a multi-year strategic plan, with initiatives and KPIs across the business. Implemented a regular review and problem-solving forum. Provided coaching to key leaders to increase effectiveness; supported the CEO’s leadership effectiveness improvement. Structured a disciplined process, roles, and governance for increased data management effectiveness. The effort included change management to clean up 3 SAP master databases - vendors, customers, and materials. Conducted cross-functional workshops to develop new processes/SOPs to add/edit/block records and enable appropriate SAP access. Developed SOP for cleansing process, along with templates for input files. Developed governance structure; appointed master database owners, creators/editors, and established routines to maintain data integrity. Implemented criticality criteria for maintenance spares and set MRP parameters.
Results/Impact
Identified/captured $5M+ in inventory reduction in raw materials and spare parts.
Avoided $5M expenses/cost by cleaning up 3 master tables (e.g., avoided sales tax penalties).