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ContentsPhone:813.778.1466 (C)813.532.1847 (H)Email:[email protected]:http://JeffSaundersCareer.com
Why you are here……………………………………………………..Page 3My Management Philosophy…………………………………….Page 4Career at a Glance…………………………………………………....Page 5More About Me………………………………………………………..Page 6Highlights……………………………………………………………Pages 7-11The Bottom Line……………………………………………….Pages 12-14References……………………………………………………………...Page 15Recommendations………………………………………………….Page 16Contact Me……………………………………………………..........Page 17
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Why you’re here…
Having successfully served in several senior management capacities, covering an ever-broadening range of responsibilities, it is with great enthusiasm that I am pursuing the next step in my professional career. Ideally, I seek to further expand my career successes and to apply my background and experience towards exceeding shared goals and objectives to the benefit of an organization and its stakeholders, including customers, shareholders, employees and communities
I offer a Bachelor of Applied Science degree, a diverse background of career successes and a profound expertise in process improvement, primarily focused on operations, service delivery and program management. I am an experienced, and results driven leader who is not afraid to get his hands dirty.
My prior experience includes significant, impactful positions with multi-billion dollar global companies and smaller, niche product and service providers alike. In these capacities, I proved myself as a capable leader, known for being innovative and effective in delivering quantifiable performance improvements of individual work cells, departments and entire business units. Combined, I am confident I would be a tremendous asset to any organization focused on achieving its mission.
I welcome you to peruse this presentation and to learn a little bit more about me and some of the highlights of my career. I also ask that you please contact me at your convenience to discuss further what makes me the right choice for your organization. Thank you for your review and consideration. I look forward to hearing from you soon. Sincerely,
Jeffery Saunders
Phone:813.778.1466 (C)813.532.1847 (H)Email:[email protected]:http://JeffSaundersCareer.com
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My Management PhilosophyPhone:813.778.1466 (C)813.532.1847 (H)Email:[email protected]:http://JeffSaundersCareer.com
We've all read our share of 500 page tomes detailing the "best" approach to management. From Servant Leadership to The Toyota Way or the offerings of Jack Welsh, Ram Charan and Lee Iacocca. We've all created a "Single Piece of Paper" or written detailed manifestos trying to jam every imaginable core belief and trending buzz word into what we want our teams to understand is our management philosophy and what to expect from us as a leader. For me I prefer to keep it simple. It's all about value. This is how i see it, in every relationship there is an underlying supplier/customer relationship. In some cases, this is a one way relationship, in others it's two-way, but in all cases it is about value. I define value very simply, it is the quality of a product or service in relation to the customer's needs over the cost, or investment of resources by the customer into the supplier. This idea of "value" isn't groundbreaking, we've all seen similar equations projected on many screens throughout our careers, but to adopt this reality as a philosophy goes beyond unit pricing. You see, I believe everything is quantifiable, and the value of any particular resource or process, including people, can best be calculated by understanding how to quantify what the "customer" needs and how much of that need is fulfilled and at what "cost".
Again, every relationship has a "supplier" and a "customer", whether it is a consumer buying a car or purchasing health insurance from a company, or boss to employee/employee to boss or perhaps department to department. If one can come to an understanding of what their customer needs from them, then it is simple to determine and measure value. Of course, the challenge lies in the realization that every company or organization is made up of almost as many relationships as there are stars in the sky. Each individual, department, business unit, etc. must understand their part in the relationships they are involved in. Are they a supplier, a customer or both? Do they know what their "customers" need from them? Have they clearly defined what it is they need from their "suppliers"? How can those inputs and outputs be measured? Gaining this insight is not hard, it's not even that complicated but it is critical and rarely done. I have lived by this philosophy and attribute my successes to how affectively I have applied it. I also contribute situations where I have struggled to those instances where I have failed to apply it.
It's all about value.
My Management Philosophy is really quite simple, it’s all about value.
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My Career at a GlancePhone:813.778.1466 (C)813.532.1847 (H)Email:[email protected]:http://JeffSaundersCareer.com
Career Growth Snapshot 1993: Graduated with honors - University Of Toronto, BAS – Architecture1993: Hired by AP Plasman as Rework Supervisor1994: Promotedto Rework & Warehouse Supervisor1995: Hiredby Meritor (formerly Rockwell Automotive) as Process Engineer1997: Certified- "Lean Leader"1997: Promoted to Continuous Improvement Leader (CIL)1998: Graduated"Continuous Improvement Leader Flight School"1999: Promotedto Division CIL, Suspensions2000: Certified- Six Sigma Green Belt2002: Promoted to Division CIL, Light Vehicle Systems2002: Certified-Six Sigma Black Belt2004: Hired by Gerdau North America, Continuous Improvement Manager, Ontario Mill Operations2005: Certified- Lean Six Sigma Master Black Belt2006: Promoted to Corporate Manager of Management Systems & Continuous Improvement2008: Promoted to Senior Manager of IT, Organization Development and Process Improvement2012: Promoted to Director of Operations: Sourcing, Contract and Vendor Management 2014: Promoted to Director of Operations: Org Development & Process Improvement2016: Promoted to Director of Operations: Innovation, Operations and User Support
1998, 1999 & 2002: HondaQualityCircleHonoree 2003: ArvinMeritorPresident'sAwardWinner-ContinuousImprovement2005: NorthAmericanQISCompetition-TeamChampions 2005: GlobalQISCompetition-FirstRunnerUp2005: GlobalQISCompetition-People'sChoiceAwardWinner2006: NorthAmericanQISCompetition-FirstRunnerup
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More About MePhone:813.778.1466 (C)813.532.1847 (H)Email:[email protected]:http://JeffSaundersCareer.com
Born in Chatham, Ontario, Canada, I grew up in a relatively small city of just 40,000 people. The local economy was made up of a mix of agriculture and manufacturing. The manufacturers mainly supporting the automotive industry in nearby Detroit. My childhood was typical of many growing up in small Canadian towns with cold winter days spent playing hockey on frozen ponds and summers spent at the local school yard playing never ending games of baseball or football. I always enjoyed school and success in academics, particularly in math and the sciences, seemed to come easily. I quickly began collecting blue ribbons from science fairs and such and was the pride of King George VI Public School winning the county speaking contest in the 8th grade with my three minute monologue about sharks. My natural leadership abilities started to become obvious in my high school years, being promoted to "Shift Leader" at the pizza joint I worked in, elected as Vice President of Student Athletic Association and being elected captain of the football team in my sophomore, junior and senior years. I entered my freshman year at the University of Toronto with great enthusiasm. I worked hard in college, holding down two part time jobs to pay my way. As graduation neared I already knew I wanted to take my education and apply it somewhere other than as a professional architect.
After graduating with honors, I returned to Chatham and started looking for a job and of course found my first full time position working as a supervisor for one of the small local automotive suppliers. Immediately I knew that operations and process engineering was what I wanted to build a career on - I could work hands on, leading people and projects, applying my technical, analytical problem solving skills. When I wasn't working, I found the time to find a wife and start a family including two wonderful step sons and a few years later a son of my own. The boys have always dominated my time away from the offices and manufacturing plants, with most available evenings and weekends over the last 20 years have been spent either at the dining room table helping with homework or school projects, or on sports fields or in hockey rinks managing and coaching their teams. After the older two boys had gone off to college, my wife, my son and I were presented the opportunity to take a promotion so we loaded up the truck and moved to Wesley Chapel, Florida. Oddly enough I still spend most of my spare time in ice rinks around the country supporting my son who spent several years playing as a goalie on a nationally ranked, Tier 1 youth hockey team. In addition to my involvement with my own family I have always enjoyed being active with other youths in my communities, volunteering to the United Way's Operation Our Kids Program, Future Business Leaders and Junior Achievement.
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HighlightsPhone:813.778.1466 (C)813.532.1847 (H)Email:[email protected]:http://JeffSaundersCareer.com
With a successful career spanning more than 20 years, it becomes difficult to pick out just a few highlights that demonstrate the complete scope of my capabilities and the depth of my experience and expertise. From using Lean concepts and methods such as Value Stream Mapping, 5S, SMED to large scale Six Sigma projects or the Global consolidation of business units and functions to realize multi-million synergies following an acquisition, there are not many areas of a company where I have not been involved. I decided to highlight just a few of the projects and initiatives I have been responsible for that had a particularly significant impact on the business at the time. I am proud of what I have accomplished over my career and I look forward to accomplishing tremendous results in my next position.
Transformer Reliability Six Sigma In the summer of 2006 a steel mill suddenly began having issues with their transformer. During the hottest part of the day the transformer would trip, shutting down operations at the plant. The problem was costing the mill hundreds of thousands of dollars of lost production. Although it was assumed the issue was directly related to temperatures, there was no explanation as to "why now? Why here when the transformers in much warmer climates were not having similar problems?" The local engineering and maintenance staff tried everything they could think of, replacing parts and re-cabling most of the Melt Shop in the process with no success. I was asked to see what I could do using my Six Sigma expertise. After just more than a week of systematically applying the DMAIC methodology, we had solved the problem and put measures in place to prevent recurrence. Estimated value - $2,365,000
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Highlights (cont’d)Phone:813.778.1466 (C)813.532.1847 (H)Email:[email protected]:http://JeffSaundersCareer.com
The Lean Factory With the current product line coming close to retirement and uncertainty about capturing the new model, a sunroof assembly factory was facing an incredible challenge. The plant had the opportunity to bring in a new product but didn't have the floor space they needed to house both their existing product line and the new business. Their request for capital funds had been denied and they had just 90 days or they would lose the new business to a competitor. I was asked to travel to the location to see if I could help. Immediately I began work applying Lean principles such as 5S, Value Stream Mapping, Standard Work, Kanban, etc. and through the execution of a dozen Kaizen events in the 90-day time frame we were able to free up more than 48% of the existing floor space and subsequently won the business and the plant was able to house not only one new assembly operation, but three! Estimated savings of construction costs alone - $3,800,000
Universal Audit Project As with most companies, audits had become a huge drain on resources and introduced incredible stress on many of the staff of a particular organization. With annual audits being conducted for ISO, TS, QS, Q1, and individual customers, thousands of hours were spent each year preparing for, conducting, participating in and then remediating any findings of these audits. Along with the man-hours involved, in the fire drill of collecting documentation and evidence, the lack of an organized approach to audits put the business in very real jeopardy of losing customers and multi-million dollar contracts. Applying the principles of Lean such as 5S, and by taking a process engineering approach to audits we mapped the current state of each audit, identify opportunities to eliminate redundancy and each of the 8 Wastes and create what we called the "Universal Audit". Audits had now become a standard, repeatable process. Remarkably, after less than a year of fine-tuning and improving the initial process design, the man-hours required for audits had dropped by more than 90% from 2,476 hours per year, to just 214. In addition to the productivity benefits, minor findings dropped by close to 70% and zero majors were assessed during over the course of the next 4 years.
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Highlights (cont’d)Phone:813.778.1466 (C)813.532.1847 (H)Email:[email protected]:http://JeffSaundersCareer.com
Frontline Staff Productivity Project Facing the reality of a troubled global economy, most businesses were faced with the challenge of doing more with less which included their most valuable assets, their people. For one company, this was particularly true regarding their frontline supervisors and engineers. Before the project these professionals were measured spending more than a third of their time at their desks, navigating systems, completing production reports, fulfilling regulatory reporting requirements, doing email, etc.. By re-engineering the "process" of being a frontline supervisor/engineer and focusing on what the intended "product" of their role was vs. where they were spending their time, we eliminated just over 81% of the targeted "non-productive" time. For a single operation, this meant a return of more than 20,000 productive hours from their front line staff.
Protecting Our Troops For many manufacturers, military contracts are critical to their success because they are generally longer term and more profitable than civilian customers in a lot of cases. So, it was a very serious situation for one plant when they Department of Defense notified them there was a problem with vehicles assembled by them were failing anti-detection testing and could not be deployed to the Middle East because of the threat radar detection presented to the troops using the vehicles. It didn't make sense why this had become an issue as the facility had been assembling these same vehicles in the same manner for several years. I was asked to execute a Six Sigma project to identify the problem and rectify the situation. In a matter of two weeks two separate issues were identify and confirmed to be the problems. The issue was resolved and no further incidents of failed detection tests were ever reported by the military. The value of those military contracts was in the hundreds of millions of dollars but the real value for this one is the safety of our troops.
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Highlights (cont’d)Phone:813.778.1466 (C)813.532.1847 (H)Email:[email protected]:http://JeffSaundersCareer.com
Fixing the Fixing When international companies plan production, one significant consideration is the benefit of the current value of the currency of the country a plant or division operates in. This was the case for the Canadian division of one manufacturer when they were enjoying an almost 30% bump in profits due to the Canadian currency. The problem was that they had serious maintenance issues and were losing several hours of production a week while the equipment was down for repair. I was asked to implement a TPM program at the sites and coupled that with instilling a SMED mentality to maintenance and thus reduced the "Mean Time to Repair" for production equipment by almost 75%, from 288 minutes to just over 36 minutes. Estimated value - $1,893,000/yr.
Satisfaction Is A Science For many years, Global IT had struggled increasing their customer satisfaction rating on their annual survey. Despite significant investment and multiple projects, heavily resourced initiatives were producing meager 3-4% improvements year over year. I decided to take a different approach and apply the type of analysis and project management I would use in other performance management areas. I applied DMAIC to the identification of opportunities and the development of actions focused on specific opportunities with defined, quantifiable outcomes. The result of the analysis was 5 independent but related work streams, executed using AGILE methodology. The approach produced immediate results and in just 6 months from the project launch to the conducting of the annual survey, we shot up 20% in overall satisfaction.
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Highlights (cont’d)Phone:813.778.1466 (C)813.532.1847 (H)Email:[email protected]:http://JeffSaundersCareer.com
Call Center - Service Delivery With the implementation of a Shared Services Service Desk/Call Center came the challenge of re-engineering the process to accommodate multiple disciplines, versus the traditional IT Help Desk which had been in place for many years. Complicating the situation was that the call center was now servicing internal and external customers/users with a broad range of needs from billing concerns to password resets and everything in between. By identifying these relationships using Value Stream Mapping and SIPOC, and identifying the Takt Time of each service, we developed Standard Work, designed workflows and resourced each discipline accordingly. The result was a 300% improvement in First Contact Resolution, a drop in the Abandonment Rate to less than 1%, and a reduction in total operating costs of more than 40%.
Exhaust Systems Takt Time One plant I was responsible for was carrying incredibly high inventories and was still struggling to meet delivery targets to many of our customers who had implemented "Just In Time" production models. The most significant issues were a lack of an accurate understanding of Takt Time, excessively long changeover times and a Unionized workforce that was skeptical of the intent of the continuous improvement efforts going on in the facility. As is my custom, I took the time to engage the workforce and educated them in the concepts and the business need and what was in it for them. After a series of Kaizen events to address the Value Stream, most focused on SMED and Standard Work we worked WIP inventory down by more than 80% and the finished goods inventory down by more than 65% and realize a working capital savings of several million dollars while improving on time delivery from 78% to 98%. The key contributor to our success was a 95% reduction in changeover times on the 8 assembly lines.
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The Bottom LinePhone:813.778.1466 (C)813.532.1847 (H)Email:[email protected]:http://JeffSaundersCareer.com
As I stated in my management philosophy, to me the "bottom line" is all about value. I don't believe that simply moving "Cost X" to "Cost Y", or "# of widgets per hour X" to "# of widgets per hour Y" demonstrates true value. Often one happens at the expense of the other and in that case, are you really hitting the bottom line? Below I have charted just a few examples of where I have delivered value to the companies (my customers) I have worked for.
Objective:Reduce Unproductive "Desk Time" For Front Line Staff
Value Delivered:80% reduction in "Desk Time", 19% decrease in wages & 3% more Value Added labor
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The Bottom Line (Cont’d)Phone:813.778.1466 (C)813.532.1847 (H)Email:[email protected]:http://JeffSaundersCareer.com
Objective:Improve Customer Satisfaction
Value Delivered:20% Increase in Satisfaction & a 40% reduction in
Operating Costs ($42,000,000)
Objective:Reduce Lead Time to Resolve Issues
Value Delivered:70% Reduction in Mean Time To Resolve & a
40% reduction in Operating Costs
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The Bottom Line (Cont’d)Phone:813.778.1466 (C)813.532.1847 (H)Email:[email protected]:http://JeffSaundersCareer.com
Objective:Reduce Floor Space Required For Existing Business
Value Delivered:50% reduction in floor space utilization & a 24%
increase in revenues ($9M)
Objective:Improve On Time Delivery
Value Delivered:18% Increase in OTD & a 65% in Finished
Goods Inventory
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ReferencesPhone:813.778.1466 (C)813.532.1847 (H)Email:[email protected]:http://JeffSaundersCareer.com
RandyMcCroskeyChief Operations OfficerProtean Performance Solutions(865) 250-0802RMcCroskey@ProteanPerformanceSolutions.comwww.ProteanPerformanceSolutions.com
AlanLambVice President and General ManagerOntario Mill Operations - Gerdau LN(905) [email protected]
SeanWrightExecutive Vice President Kaufman Global(248) 613-0587SWright@ KaufmanGlobal.comwww.KaufmanGlobal.com
ChrisBarkerExecutive Director, Global IT OperationsGerdau(813) [email protected]
PaulLawrenceVice President, Finance & TreasuryCommercial Metals Corporation(813) [email protected]
DianeDrumFormer CIOBridgestone, DuPont, Gerdau Long Steel NA(813) [email protected]
See more at http://jeffsaunderscareer.com
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Letters of RecommendationPhone:813.778.1466 (C)813.532.1847 (H)Email:[email protected]:http://JeffSaundersCareer.com
See more at http://jeffsaunderscareer.com
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Contact MePhone:813.778.1466 (C)813.532.1847 (H)Email:[email protected]:http://JeffSaundersCareer.com
Thank you for taking the time to review my career portfolio. To learn more or to
arrange an interview please call me at 813-778-1466 or email
[email protected] visit http://JeffSaundersCareer.com
