KYLE A. HANDLON

• Reduced inventory from $2.9 million to POR Target of $2.1 million.
• Improved Plex MRP and PRP functionality through correction of master data and BOM validation. Continued to roll out practices across other AVA plants.
• Trained plant floor staff and management on how to correct inventory discrepancies to prevent false stock and rolling variances.
• Developed and implemented plant floor layout for material efficiency.
• Created training instructions for forklift operators.
• Develop and maintain plant material KPI's
• Improved average monthly Stellantis delivery rating from 72% to 93%.

Direct Reports: 3 Salary and 18 Hourly

ERP System: Plex (cloud based)

• Improved on time delivery from 17% to over 88% through capacity utilization management.
• Reduced late orders from 1.2 million pounds to under 200,000 lbs.
• Introduced higher standards for customer service and increased efficiency by streamlining operations.
• Created shipping and receiving SOP and training matrix.
• Developed department KPI's including schedule attainment, delivery rating. capacity management, turn time attainment, and que time tracking.
• Began 5S projects included house keeping LPA, green work staging, and processed work staging.
• Performed over all operational analysis through data collection of 2,000+ lines of data to validate gap between quoted processing rates and reality, defining machine wheel houses, and work towards realizing gross margins.

Direct Reports: 6

ERP System: Plex (cloud based)

Reason for Leaving: Found better opportunity

• Annual tooling spend of $350,000.
• Annual raw materials spend of $600,000.
• Identified annual savings of $79,000 (one month EBITDA).
• Successfully localized all tooling produced in China and Taiwan at a lower cost. Lowered tooling inventory on hand by $60,000.
• Successful systems migration from Plex to SAP.
• Set up and streamlined purchasing module in SAP to a three click process.
• Implemented PO tracking and approval procedure.

ERP System: Plex/SAP (Key User)

Reason for Leaving: Laid Off due to Covid-19 impact

• Responsible for management of over 80 global suppliers and 489 SKU's.
• Managed annual logistics spend of $5M.
• Reduced inventory from $25 million to $16.5 million without interruption to external supply chain or plant production.
• Reduced annual expedited freight spend from an average of $500,000 per month to less than $6,000 per month.
• Implemented production reporting check and balance procedure to ensure data integrity and operational accountability.
• Reduced inventory cycle count variances from $50,000 per day to less than $5,000 per week.
• Improved plant OEE from 42% to 78% resulting in the elimination of third shift or $550,000 in annual labor expenditure.
• Created role standardization and cross training program for supply chain personnel.

Direct Reports: 25-30

ERP System: SAP (Key User)

Reason for Leaving: Role terminated entirely, organizational restructuring

• Managed over 1,000 active part numbers with average production of 2.3 million pieces per day on 46 machines.
• Managed processing at 21 external suppliers.
• Strategically rebuilt plant MRP system by adjusting customer average daily usages, correcting manufacturing lead times, supplier processing times, and adjusting Kanban sizes.
• Successfully implemented Heijunka scheduling techniques to dramatically reduce operations ability to veer from planned schedule.
• Created spreadsheet for ordering of 165,000 pounds of steel per day. Sheet was accurate to the tenth of a pound.
• Reduced plant steel inventory from 2.8 million to 1.9 million pounds.
• Improved heat treat OEE from 70% to 87% by lot control and proper utilization of furnace break times.

Direct Reports: 6

ERP System: QAD/AS400 (Key User)

Reason for Leaving: Better opportunity

• Oversaw supply chain teams at two facilities.
• Implemented cycle counting procedure which resulted in a year end inventory variance of less than 1% at each site.
• Successfully completed 14 EOL build outs for machine moves during program movement from one plant to another.
• Achieved campus inventory goal of 10 DOH for both sites.
• Lead Ford Q1 achievement for Blackstone location.
• Reduced freight spend by 10% through the creation of a competitive freight environment.

Direct Reports: 7

ERP System: AS400/XA

Reason for Leaving: Plant closure

• Managed over 1,400 active part numbers with an average production of 3.3 million pieces per day on 102 machines.
• Managed external processing at 27 external suppliers.
• Reduced production backlog from 8.8 million pieces to 400,000 pieces.
• Satisfied Chrysler risk management delivery requirements to end daily calls, meetings, and new work hold.
• Successful movement of distribution center from Troy, MI to Lapeer, MI
• Created standardized roles for MRP team and developed crossed training program.
• Expanded cross-functional organizational capacity by collaborating across departments on priorities, functions and common goals.

Direct Reports: 13

ERP System: SAP (Key User)

Reason for Leaving: Better opportunity

• Managed production of 1.8 million pieces per day on over 43 machines.
• Managed processing at 21 external suppliers.
• Directed daily activities of shipping and receiving department.
• Plant key user for QAD launch. Created training documentation and conduction training for all department supervisors.
• Created production reporting procedure to ensure data integrity for raw materials and tracking production efficiency.

ERP System: QAD/AS400 (Key User)

Reason for Leaving: Better opportunity in management role