7/24/2019 Lean Supply Chain Operations Manager In Greater Denver CO Resume Matthew Hull

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Matthew HullCell: 303-834-5865

Longmont, CO 80504 Email: mhullou@hotmail.com

PROFESSIONAL SUMMARY

Fourteen (14) years Lean/Supply Chain experience in a wide range of products and industries. Proven change agent with record of transforming businesses utilizing Lean and Six Sigma

methodologies. Ability to communicate, teach, and adapt tools to any situation. Strong project management skills with experience managing $8M+ projects.

Strong financial understanding with ability to identify gaps and levers between operations andfinancial statement to deliver rapid results.

EDUCATION

Masters of Business Administration, Michigan State University, Lansing, MI, 2005

Bachelor of Science, Industrial Technology & Engineering, Ohio University, Athens, OH, 2001

PROFESSIONAL AFFIL IAT ION AND CERT IF ICAT ION

Stanleys Building Successful Leaders Certificate, April 2008 Pursuing PMP certification; classes completed and granted permission to take exam. Three Six Sigma Black Belts: Black & Decker 2002, UofM 2004, Georges Group 2006

Formal Lean manufacturing training though Next Level Partners. ISO, QS & TS Quality Systems Training2003-2005

SOFTWARE PROFIC IENCIES

Microsoft Office (Word, Excel, Access, PowerPoint, Project, Visio), MiniTab, AutoCAD, severaldifferent data management software, ERP, and reporting programs (SAP, Navision, Avante, BPCS)

PROFESSIONAL EXPERIENCE

Integrated Power Services Denver, CO 2013 - Present

Regional Lean Manager Integrated Power Services Nov 2013 - PresentResponsible for the development and launch IPSs new Lean Production System (called CIPS) across 5 sitesin Western North America.

Interim Area General Manager Jan 2015 Jun e 2015

Covered as significant amount of personnel left the organization including the GM and 30% of the workforce.Responsible for safety, quality, delivery, and cost for a service and warranty facility with 20 employees andoverall sales of $5 million.

Stanley Black & Decker - New Britain, CT 2007 - 2013

Global Supp ly Chain Manager (Oi l & Gas) 2012 - 2013Responsible for the execution and management of $50M in rental assets, $45M in inventory, and $100Mspend. Tasked with setting up a new Supply Chain organization to increase responsiveness, reduce costs,and integrate into using SAP.

Supported the new company integration into Stanley Black & Decker Established supply chain partnerships and forward operations centers around the world to increase

operational readiness and support worldwide.

Increased fill rates from 42% to 84% in first 6 months and now surpassed 95% in 2013. Developed S&OP process and demand management rhythms to increase fill rates and operational readiness. Managed the Supply/Planning areas in the transition into SAP.

Independent Senior Consu ltant (Hydraul ics Divisio n & CRC-Evans) 2010 - 2012Responsible for delivering significant sustainable results in the areas of Lean Transformation/ Planning &Control, and Strategic Sourcing.

Worked with Hydraulics Division in two sites to increase their fill rates to from 87% to 94% while decreasinginventory by $11M, and reducing their planning/purchasing department by 40%.

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Established S&OP process in both divisions, bringing our forecast capabilities from 44% to 71%Worked with CRC-Evans (A new acquisition) to align their purchasing/ planning department in preparation of

a SAP transition. This included identifying data accuracy issues and fixing, setting planning parameters, andtraining on how to utilize the MRP.

Supply Chain Manager (Proto Tools) 2009 - 2010Responsible for Raw materials, WIP, Finished Goods inventory, and supplier relationships for twomanufacturing facilities and a distribution center. Tasked with increasing on-time delivery, planningoptimization through factories, reducing complexity, and increasing inventory turns.

Project manager for closing of forging plant in Sabina, OH and relocating it into the Dallas, TX plant.Responsibilities included creating and managing timeline, budget, capital, decommissioning of facility, andcustomer service. $8.3M project with 1.7 year payback.

Performed core vs non-core product analysis identifying non-strategic to outsource Changed inventory management philosophy moving from push based on forecast to a pull system.

In 2009 reduced total inventory by 44% and increased fill rates from mid 80s to 95.4% Increased

Interim Plant Manager, Two Harbors, MN (Oct 07 to Feb 08) 2007 - 2008Covered as Plant Manager when former Plant Manager was let go and General Manager left the organization.Responsible for safety, quality, delivery, and cost for a facility with 175 employees and sales of $85 million.

Managed a $1.4M scale project converting 30,000 sq. ft. of warehouse space into a one-piece flow cell oftheir highest selling product reducing lead time by 60% and increasing output by 50%.

Increased On-Time Delivery from low 70% to 90s with a positive trend

Created, organized, and implemented new scheduling system utilizing pull methodologies Increased strategic supplier network to support during highly fluctuating sales

Lean & Business Transform at ion Manager 2007 - 2008Member of group executive team with responsibility for providing operational consultation and support to VP ofOperations and business presidents. Project manager for all inter-business and specialty projects. In chargeof developing and implementing Lean and continuous improvement process aimed at convertingmanufacturing from batch to flow.

Provided all Lean & Six Sigma training. Created Lean Leader development program so facilities could leadtheir own business transformation without corporate involvement.

Led Value Stream Mapping training at every site to identify opportunities. Partnered with Plant Managers on strategy development, operational structure, and lean integration.

Built a Lean Community to rapidly engage all facilities through the use of Lean Summits where Ops leadersfrom every business were brought together to run multiple Kaizen events, which included training and

implementation of various Lean tools.Developed an inventory model that improved fill rates in Asia from 42% to 88%, while increasing inventory

turns from 1.3 to 4.8 in one year and became the benchmark for distribution centers in emerging countries.

Launched Goal Deployment Process (GDP) through all 8 businesses; led annual refresh training, andassisted business teams in using this tool.

Senior MVP Special ist Cooper Industr ies Co Dayton Ohio 2006 - 2007Division level leader responsible for introducing Lean Manufacturing into the facilities, while freeing up workingcapital, and providing a project funnel at 3-5% COGS reduction. Reduced lead time from a range of 4 to 6 weeks to 2 weeks by streamlining the office, engineering

components, and creating dedicated cell on the factory floor. Restructured management and supervisors from functional roles to Value Stream Managers.Established one-piece flow Achieved highest level of savings for division with an average of 4.6% reduction in COGS.

Manufacturin g Engineer Regional Steel Distr ibu tion Center Holt, MI 2003 - 2006Responsible for Lean Six Sigma training, implementation, and tracking. Managed all strategic businessprojects including, new information management system, capital investments, and engineering pipeline. Facilitated Kaizen workshops averaging annual savings of $1.6 million.

Recognized by Toyota as having best practice and conducted shared benchmarking. Facilitated, tracked and managed 15+ annual Six Sigma projects.

Conducted Six Sigma Training Increased Fill-Rates from 92% to 98% which led to the award of new business that expanded the footprint

from Northeast to all of the US and most of Canada.

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Manufacturin g Engineer Emhart Fastening Tekn olog ies (Black&Decker) - Warren, MI 2002 - 2003Responsible for engineering support, training, implementation, and tracking of all cost savings initiatives.Organized and led a $1.5M plant consolidation, including facility layouts, cost management, timing, project

savings, contingency plans, and seamless transition to customers. Ran Six Sigma projects and facilitated Kaizen events resulting in $2.7M annual savings.