Introduction
Shawn has close to twenty-five years of manufacturing experience in areas of operations management; operations improvement, business technology selection; implementation and integration, manufacturing, and quality engineering. He has broad industry experience serving the aerospace, heavy truck, automotive, stamping and machining, food manufacturing, electronics, industrial products, cellular networking, and metal fabrication industries. Shawn joined Strategy3 in 2003 and has served as Strategy3’s President since the beginning of 2006. Strategy3 has seen steady growth since its launch in 2001 and has built its business by serving its expanding client base with an exceptional team of ImpleMentors and Strategic Partners. |
Profile
Shawn has expertise in implementing Manufacturing Systems, lean manufacturing tools and techniques, Just-In-Time (JIT) production, production control mechanisms, business process improvement (BPI), change management, supplier management and performance evaluation, and quality systems. Starting as a Manufacturing Engineer and working his way through various Manufacturing Management positions Shawn has had the opportunity to design, facilitate, and implement lasting change and improvement. With over thirteen years of Management Consulting experience (six of which where with a Big 5 firm) Shawn has proven time and time again that he can deliver projects of varying size and complexity on time and budget to satisfied clients.
Representative Work Experience
Consumer Products
Conducted a Phase0 operational assessment to create a plant consolidation and operational improvement plan. This top to bottom evaluation included a review of product lines, staff and employees, equipment, business processes and operational metrics. Deliverable included a phased implementation plan with the recommended support resource identified and proforma financial statements to establish the project savings areas. Detailed plant layouts and future staffing models were included.
Heavy Truck and AutomotiveDirector of Operations for $50 million+ Tier 1 manufacturer of Heavy Truck and automotive components. Established operational goals and strategy and provided day to day leadership over areas such as lean implementation, labor management, supply chain development, and quality system improvement.
Metal Stamping and Decorating
Implemented lean in multiple divisions, plants and work centers. Required team facilitation to complete the implementation roadmap and to establish the needed sponsor and champion network. Results have allowed this manufacturer of decorative appliance panels and components to reduce their lead times, inventory and floor space. Focused kaizen events led to efficiency improvements of over 60% and the reliance of indirect support has been significantly reduced due to improved methods and processes. By applying improved planning, scheduling, and inventory management techniques this client has been able to nearly eliminate expedited freight while still retaining the highest levels of customer service.
Aerospace Manufacturing
Conducted a Lean Business Assessment (LBA) for a newly introduced product line of a Fortune 50 aerospace corporation. This involved establishing a baseline to evaluate the lean improvements, developing a lean vision for the aircraft program, conducting a cost/benefits analysis, and creating a reasonable; results oriented detailed implementation plan based on the priority dictated from the analysis. Focus areas during implementation included factory layout and flow line development, parts management and point-of-use delivery, and co-located manufacturing support cells. These were supported with the establishment of a comprehensive communication and training plan in conjunction with the Lean Promotions Office. Examples of benefits obtained are as follows: 64% reduction in cycle time (days), 54 % increase in productivity (Labor-Hours / Unit), 64% reduction in lead time (mfg. Days), 89% increase in kitting accuracy, reduction in inspection response time, 75% reduction in people travel, 50% reduction in overtime (% hrs / unit), and 24% reduction in unit cost.
Food Manufacturing
Led the implementation of a multi-phased operational improvement project for a manufacturer of fresh salsa’s and dips. Key areas of focus where labor efficiency, scrap reduction, lead-time reduction, space reduction, raw material savings. Project results yielded greater than 100% improvement in labor efficiency and over $500k in reduced raw material spend.
Implemented the procurement phase of the project, at a manufacturer of frozen ready to eat sandwiches and pizza products. Through evaluating current spending by supplier and item, Strategy3 quickly drove major bottom-line savings. The evaluation consisted of the following: Make vs. Buy – Cost justification based on in-house vs. purchase presented the need to discontinue some processes for savings, while picking up others. Terms of current contracts – Evaluations of current contractual agreements introduced immediate savings with some suppliers moving forward. ABC analysis – Findings related the spend distribution across all suppliers to determine necessary consolidation as well as inventory reductions and floor space savings. Total savings exceeded $400k.
Implemented an operational improvement, advanced data management and process control program for a leading manufacturer of Vinegar products. This project over their seven plants enabled production improvements of 20% without the investment in additional capital equipment. It also reduced the number of interplant shipments necessitated from poor capacity management and/or productivity. Total ROI exceeds 250% which equates to close to $500k to date.
Beverage Distribution
Vice President of Purchasing for a Beverage Distributor with $650MM+ in annual revenue. Led the Purchasing Team to decrease inventory as a Percentage of Revenue from 13.4% to 11.4%, resulting in $13.67MM in inventory cost avoidance. Improved overall Customer Service Level from a baseline of 96.7% to 98.2%. Strategically aligned Purchasing Team with cohesive Vendor purchasing schedule company-wide. De-fragmented overall supply chain by stream-lining Direct Import as well as local buys regionally.
Client and Company Listing (partial)
The Boeing Company
Little Lady Foods
Viracon, Inc
Zenith, Inc
ITT Industries
Border Foods
Vulcan Oil
Magnavox CATV
Delphi
Fleischman’s Vinegar
PowderCoat Services
BearingPoint, Inc
American Trim, LLC
Fresh Food Concepts
Hybritech, Inc
Infonet, Inc
Education
University of San Diego - MBA
Rochester Institute of Technology – B.S. in Manufacturing Engineering
State University of New York College of Technology at Delhi - AAS in Industrial Technology
Shawn has expertise in implementing Manufacturing Systems, lean manufacturing tools and techniques, Just-In-Time (JIT) production, production control mechanisms, business process improvement (BPI), change management, supplier management and performance evaluation, and quality systems. Starting as a Manufacturing Engineer and working his way through various Manufacturing Management positions Shawn has had the opportunity to design, facilitate, and implement lasting change and improvement. With over thirteen years of Management Consulting experience (six of which where with a Big 5 firm) Shawn has proven time and time again that he can deliver projects of varying size and complexity on time and budget to satisfied clients.
Representative Work Experience
Consumer Products
Conducted a Phase0 operational assessment to create a plant consolidation and operational improvement plan. This top to bottom evaluation included a review of product lines, staff and employees, equipment, business processes and operational metrics. Deliverable included a phased implementation plan with the recommended support resource identified and proforma financial statements to establish the project savings areas. Detailed plant layouts and future staffing models were included.
Heavy Truck and AutomotiveDirector of Operations for $50 million+ Tier 1 manufacturer of Heavy Truck and automotive components. Established operational goals and strategy and provided day to day leadership over areas such as lean implementation, labor management, supply chain development, and quality system improvement.
Metal Stamping and Decorating
Implemented lean in multiple divisions, plants and work centers. Required team facilitation to complete the implementation roadmap and to establish the needed sponsor and champion network. Results have allowed this manufacturer of decorative appliance panels and components to reduce their lead times, inventory and floor space. Focused kaizen events led to efficiency improvements of over 60% and the reliance of indirect support has been significantly reduced due to improved methods and processes. By applying improved planning, scheduling, and inventory management techniques this client has been able to nearly eliminate expedited freight while still retaining the highest levels of customer service.
Aerospace Manufacturing
Conducted a Lean Business Assessment (LBA) for a newly introduced product line of a Fortune 50 aerospace corporation. This involved establishing a baseline to evaluate the lean improvements, developing a lean vision for the aircraft program, conducting a cost/benefits analysis, and creating a reasonable; results oriented detailed implementation plan based on the priority dictated from the analysis. Focus areas during implementation included factory layout and flow line development, parts management and point-of-use delivery, and co-located manufacturing support cells. These were supported with the establishment of a comprehensive communication and training plan in conjunction with the Lean Promotions Office. Examples of benefits obtained are as follows: 64% reduction in cycle time (days), 54 % increase in productivity (Labor-Hours / Unit), 64% reduction in lead time (mfg. Days), 89% increase in kitting accuracy, reduction in inspection response time, 75% reduction in people travel, 50% reduction in overtime (% hrs / unit), and 24% reduction in unit cost.
Food Manufacturing
Led the implementation of a multi-phased operational improvement project for a manufacturer of fresh salsa’s and dips. Key areas of focus where labor efficiency, scrap reduction, lead-time reduction, space reduction, raw material savings. Project results yielded greater than 100% improvement in labor efficiency and over $500k in reduced raw material spend.
Implemented the procurement phase of the project, at a manufacturer of frozen ready to eat sandwiches and pizza products. Through evaluating current spending by supplier and item, Strategy3 quickly drove major bottom-line savings. The evaluation consisted of the following: Make vs. Buy – Cost justification based on in-house vs. purchase presented the need to discontinue some processes for savings, while picking up others. Terms of current contracts – Evaluations of current contractual agreements introduced immediate savings with some suppliers moving forward. ABC analysis – Findings related the spend distribution across all suppliers to determine necessary consolidation as well as inventory reductions and floor space savings. Total savings exceeded $400k.
Implemented an operational improvement, advanced data management and process control program for a leading manufacturer of Vinegar products. This project over their seven plants enabled production improvements of 20% without the investment in additional capital equipment. It also reduced the number of interplant shipments necessitated from poor capacity management and/or productivity. Total ROI exceeds 250% which equates to close to $500k to date.
Beverage Distribution
Vice President of Purchasing for a Beverage Distributor with $650MM+ in annual revenue. Led the Purchasing Team to decrease inventory as a Percentage of Revenue from 13.4% to 11.4%, resulting in $13.67MM in inventory cost avoidance. Improved overall Customer Service Level from a baseline of 96.7% to 98.2%. Strategically aligned Purchasing Team with cohesive Vendor purchasing schedule company-wide. De-fragmented overall supply chain by stream-lining Direct Import as well as local buys regionally.
Client and Company Listing (partial)
The Boeing Company
Little Lady Foods
Viracon, Inc
Zenith, Inc
ITT Industries
Border Foods
Vulcan Oil
Magnavox CATV
Delphi
Fleischman’s Vinegar
PowderCoat Services
BearingPoint, Inc
American Trim, LLC
Fresh Food Concepts
Hybritech, Inc
Infonet, Inc
Education
University of San Diego - MBA
Rochester Institute of Technology – B.S. in Manufacturing Engineering
State University of New York College of Technology at Delhi - AAS in Industrial Technology