Initiated and led a reengineering project to drive productivity performance for the Electronic Division’s prototype Materials Control Department. Enabled team to identify more than $1 million in possible lost revenue based on several business deficiencies. Contributions included creating a business case for senior managers, training employees on an IT system, improving the division’s reputation to internal customers, and achieving 100% on time delivery performance for 30+ programs.
Earned the Prototype Electronic Division’s first award for success achieved during a major vehicle launch initiative. Avoided up to $10 million in additional costs by eliminating late product delivery issues that impacted all divisions.
Team member that redesigned a Ford Product Development System which led to participation in Ford Motor’s reengineering initiative and a process identification project. Monumental project played a fundamental role in transitioning Ford into a matrixed organization.
United with colleagues to participate in the introduction of an Oracle-based Global Prototype Inventory Requisition System. Major technology project enabled employees to accurately evaluate costs associated with quoting, purchasing, and delivering prototype parts during pre-production stages, and avoided between $5-$10 million in unnecessary prototype costs each year.
Worked with colleagues during the final stages of a major vehicle launch program, and assisted the Chassis Division in changing the price walk. Team-based effort recovered $80,000 in unclaimed charges that were negotiated with OEM leaders.
Tapped by the PMO Leader during spin-off of Visteon to direct a global interactive training program and help shift the organization to a tier one supplier model. Monumental project was hailed as a success, led to global consistency during project launches, and saved nearly $30 million each year.