Chris Johnston

• Spearheaded a project utilizing, Six Sigma, and Lean methodologies that collaborated with a cross-functional team, which included finance, MS&T, manufacturing, procurement, and material planning, to create a baseline standard operating BOM to drive the procurement of overhead material. This allowed a 35% reduction in component shortages, and enabled re-validation of several key Master Data elements within the ERP system, which resulted in an 80% improvement in financial and material data accuracy.

• Created an MRP system model using advanced Excel capability to help bridge the gap between onboarding the new ERP/MRP system while keeping production going and validating system data.

• Developed, proposed, and managed a project where we negotiated directly with suppliers and improved on time delivery by nearly 75% while increasing our supply by 300% to increase the safety stock of critical material from 2 weeks to 4 months, with the goal of reducing delivery risk to the end customer. The natural interviewer question is, “how then did you deal with the potential excess / expiring inventory created by increasing safety stock in this manner?” You can mention something about COVID-era global supply chain and hedging risk at this point, and the altruistic value of ensuring steady market supply of medicine to improve people's lives.

• Led a project to manage and consolidate aggregate supply/demand for general supplies across programs across the organization, which helped reduce requisition creation by 60% and saved the procurement team an estimated 55 hours of labor resources per week.

• Co-created an MS SharePoint-based solution to streamline operations-focused communication and processes, which allowed us to improve our KPI performance by 35%.

• Ran a project with a team to create reports in the Oracle Business Intelligence (OBI) suite to deliver system generated operating KPIs.

• Contributed to a team project to improve the coordination of resources between departments, with the goal of improving overall support to manufacturing. This work resulted in a prioritized, collaborative model that ultimately achieved an overall 15% improvement of on time delivery to the end customers.

• Used Oracle Advanced Supply Chain Planner MRP system to ensure timely and accurate release of work orders to the shop floor to meet production demand and ultimately support on time delivery to the end customer.