Donna J WalkerAn Agent of Change

The majority of my career has been focused on implementing change in various environments that will facilitate growth, customer satisfaction and sustainability. The ability to meet and exceed a customer's need requires that a company build a foundation that will support change both through their processes as well as their commitment to their employees. I have spent the majority of my career leading change through educating, supporting and building the processes that support this philosophy in the following disciplines: Customer Service, Production and Materials Management.

ProfileMission StatementTo continuously strive to employ the skills I have acquired, seek out new and innovative processes while demonstrating the characteristics of a true team member in an inclusive environment.

Career At A GlanceI began my career in Supply Chain Management in 1997 and have held the following positions:

PNR RailWorks.................................................Master SchedulerFastenal .......................................................National Account Sourcing & Quoting SpecialistCooper Standard Automotive...........................Production Control ManagerArkal Plastics ( Canada )..................................Materials / Production ManagerKTM Locks .......................................................Planning ManagerEberspaecher Exhaust......................................Materials / Production ManagerViking Stamping...............................................Materials ManagerKSR International.............................................Materials ManagerKS Centoco.......................................................Production Control Manager

Demonstrated Skill Set• Proven success leading and implementing Total Quality Management Techniques in various

manufacturing environments• Excellent Master Scheduler with 12 years of experience• Successfully led the implementation of 3 ERP systems from planning stage to full utilization –

SAP / Priority / CMS• Exceptional computer skills – AS400 including MAPICS, FUTURE 3, CMS / SAP / Priority /

Microsoft Project / Microsoft Office• Demonstrated ability to assess, implement and maintain effective systems / procedures /

controls which have resulted in exemplary customer ratings, increased inventory turns, stability in scheduling as well as significant cost savings

• Provided cost saving measures in excess of 1 million dollars through root cause and process analysis investigations

• Hands on team leader that embraces challenges and is results oriented• Proven time management, organizational and planning skill set• Comprehensive problem solving and crisis management skills• Led educational programs to enhance employees understanding of new systems, processes

which facilitated the company's desire for growth• Customer Service Manager leading teams through creating and implementing processes that

support growth and sustainability

Career HighlightsCooper Standard AutomotiveProduction Control Manager – Stratford Sealing Plant 1 & 2 – Unionized Environment

Cooper Standard mixes, extrudes and provides light assembly of sealing systems for the Automotive Industries. The plant consists of approx. 300 people, 11 extrusion lines, 43 assembly cells and an offsite warehouse. During my time at Cooper I was responsible for the following disciplines: Customer Service / Master Scheduling / Logistics / Inventory Control / Offsite Warehouse/ Supplier Management.

The following improvements had been made prior to my departure: Successfully consolidated the existing 2 MRP systems into one robust system which allowed

effective planning of production, inventory and manpower as well as significant cost reductions by eliminating redundant processes

Reduction of part stock out situations causing production downtime from several / day to zero

Reduced freight spend by $175,000 by restructuring the interplant transportation lanes Implemented Daily Inventory Review Spreadsheet that provided all Managers and

Supervisors with production status updates to shipment requirements Created a Specialized Production Order system to ensure customer orders that were non-

repetitive were met on time every time Successfully restructured the Production Control Team to provide task ownership,

accountability and opportunities for growth through job sharing

Arkal Plastic ( Canada )Materials / Production Manager

Arkal Plastic of Israel opened Arkal Plastic North America in the fall of 2006 upon the successful nomination to supply Brose London the plastic carrier plate for the Ford Edge. The plant consisted of 25 employees, 3 injection machines and 1 Gasket Machine. Although the plant was very small they struggled to manage both the people and the manufacturing of their product. I was asked in the mid of June, 2007 to assess the needs of the plant and communicate back to the President of Arkal my recommendations. This task was completed and communicated at the end of June 2007 at which time I was offered the Materials / Production Manager’s position.

All tasks were on schedule for completion with the following having been completed prior to my departure:

Successfully implemented a computerized MRP system including the following modules – Engineering / Purchasing / Scheduling / Quality / Customer Order Management

Reduction of waste costs by $40,000 / month ( reduction of scrap, premium freight, and employee overtime )

Implemented Health & Safety program Improved employee moral by implementing communication programs ( monthly general

meetings, suggestion box, creation of employee handbook, Arkal Social club ) Successfully audited and certified in TS 16949 Reduced projected annual loss for Arkal Plastic North America by $470,000 Restructured the Management team to provide accountability / task ownership and improve

communication

Eberspaecher Exhaust SystemsMaterials / Production Manager – Unionized Environment

When recruited by Eberspaecher North America they were a new sequencing facility which was struggling to supply product to their customers. The plant consisted of 200 employees, 16 robotic welding cells and 3 light assembly cells. They had no infrastructure to support their quest to meet and exceed their customer’s demands. There was no Production Scheduling, Inventory Control or controlled ordering process to their supply base which had caused no-build situations at their customer’s facilities. Their customer had sent in a 3rd party to evaluate the plant’s future of supplying parts.

The following improvements had been made prior to my departure: Lead the implementation of SAP throughout the facility including the implementation of real

time manufacturing reporting and customer EDI Implemented robust cycle count system in SAP which allowed for investigation and root

cause of inventory variances prior to affecting the customer Created and implemented supply base routings which allowed Eberspaecher to realize a cost

savings of $500,000 annually as well as provide structure and accountability to the supply base

Successfully implemented and maintained 24 hour inventory levels to ensure that Eberspaecher’s customers were protected from no-build situations while building and implementing procedures and accountability within the facility

Developed and implemented strategy for removal of 3rd party with the permission of our customer within 30 days of my hire which created a cost savings of $50,000 monthly

Restructured the Material’s team and developed job descriptions including procedures and accountability

Re-evaluated the current expendable packaging and the respective supplier which would provide a cost savings of $750,000 annually

Built and maintain an excellent rapport with both levels of our customer base ( plant level and corporate level )

Viking Stamping & AssemblyMaterials / Warehouse / Purchasing Manager - Unionized

When I was brought on by Viking Stamping & Assembly in January of 2005, they had purchased a new book of business which increased their business from 18 million in sales ( 75 part numbers ) to 42 million in sales ( 240 part numbers ). The Material’s team consisted of three associates; no functioning MRP system was present. Their supply base was excessive, 165 suppliers and no effective cost savings program in place. The company was 65,000 units behind schedule to their largest customer prior to bringing in the new book of business. During launch of the new book of business the behind schedule condition grew to 240,000 units.

The following improvements had been made prior to my departure: Successfully implemented and maintained a functioning CMS system ( AS400 ) Lead the successful implementation of a computerized KanBan system throughout the plant

and warehouse environment which provided a dynamic scheduling system at each work cell, as well as a visually-based inventory management system

Developed and implemented the employee training program for the end user for both the CMS system as well as the computerized KanBan program

Reduced waste costs by consolidating and restructuring the supply base which would have allowed VSA to realize a $800,000 savings annually

Reduced premium freight from $320,000 per month to $4,600 within a 5 month period; reduced internal freight from $70,000 monthly to $25,980

Increased DaimlerChrysler Drive rating from 0% with average violation count of 425 per month to 86% with a violation count of less than 10 per month

Recruited and re-structured the Materials / Purchasing & Warehouse departments to provide procedures, job/task ownership and accountability

Created and maintained an inventory verification program which includes daily cycle counts and daily process auditing to ensure inventory integrity

Successfully implemented and managed an offsite warehouse which acted as our main ship point as well as storage for finished product

Implemented 5S program within Materials / Purchasing and Warehouse environments while supporting Production’s implementation program

Formal EducationBusiness Administration – Materials & Operations Management ( Year 1 )..............April 2011

Microcomputer Software Support Specialist ( Diploma )...........................................April 1997

Development Services Worker...................................................................................April 1986

Certifications / Workshops

Joint Health & Safety Committee ( Part 1 )

Leadership Development

APICS Grand Valley Innovation 2011 Seminar & 2 Day Workshop

Basics of Supply Chain Management

Master Planning of Resources

Certificates

Diplomas

Awards

WrittenRecommendations

Conclusion

I want to thank you for taking the time to review my portfolio; I realize the scarce commodity of time in today’s business environment.

I welcome the opportunity to discuss my qualifications in greater detail at your earliest convenience.

I can be reached at donnajwalker@live.com or (519)697-1840.