Business Process Reengineering & Lean Implementation

Ingersoll Rand

Operations and Project Management

Led project management team for Business Process Reengineering and Demand Flow Implementations for North American and European operations. Led enterprise initiatives to support lean/six sigma and process redesigns, enabled by Oracle Operating Systems and Technologies.

Successes

• Consolidated business and manufacturing operations for the Rock and Rotary Drill Divisions

• Replaced legacy forecasting systems with Demands Solution’s Forecasting, Sales and Operation Planning Modules

• Created lean assessment tools for operational readiness and pre-requisites for cross-culture and global operations to include North America, France, Germany, China, India, Czech Republic, Amsterdam, Brazil, Mexico, Puerto Rico and other international operations 

• Applied lean and six-sigma principles and methodologies to make over $100 million cumulative productivity improvements

• Set-up supply chain model and back-office organization for regional and satellite branch operations; document policy, procedures, and operating guidelines to comply with Sarbanes-Oxley Act of 2002

• Developed and implemented mixed-model assembly processes, reducing customer response time from 28 to 5 days, total product cycle times by 80% and inventory levels by 50%

• Improved productivity by 26%, reduced inventories by $18 million and quality defects by 35%

• Utilized 5-S Methodologies to improve plant operating environment.  Reduced OSHA recordables by 23% and workman’s compensation costs by 18%

• Awarded ISO9001 Certification, documented procedures manual and operating guidelines for manufacturing and assembly operations

• Awarded the prestigious President and Chairman Awards, top honors in the Ingersoll-Rand Corporation