Kari Robson

Drive continuous improvement in distribution and transportation Designed and implemented Canadian distribution strategies to support business objectives Develop strategy to select, implement and manage all 3PL and 4PL partnerships Partnered with leaders, managers, and team members to meet strategic goals and objectives Developed and managed key performance indicators to ensure the improvement and efficiency of the distribution and transportation operations Developed relationships with key providers, negotiated rates and contracts as needed, and help developed service metrics with all carriers and outsourced partners. Communicate on a regular basis the cost, service, and quality information to the organization Identified variances and coordinated distribution management reviews to drive continuous improvement Planned and managed departmental expenses and capital budgets.

Lead process and collaborate with Group Management team in the development of long-term operations strategy that supports the objectives and strategic initiatives of the company. Facilitate annual Strategy Deployment Process for Group and the development of X-Matrix, Priority Initiatives and Targets to Improve (TTI’s). Facilitate Month Strategy Deployment (SD) meetings and the roll-up of Key Performance Indicators (KPI’s). Prepare and present project proposals, project information, and task details to project team members, project leaders, and the PM governance. Lead large and small project as required across the business. Manage “Make v. Buy” and “Make v. Make” process for the group in support of new product development and over all Supply Chain and Operations strategy. Monitor project progress through Project Review Meetings (PRM’s), drafting and distributing periodic progress reports for leadership and stakeholders as required. Evaluate current processes and suggest opportunities to improve within business constraints. Prioritize and manage multiple tasks simultaneously in order to help achieve on-time and within budget project deliverables. Manage sponsor’s and stakeholder’s expectations and perceptions. Interact with and present projects and strategy to executive management. Serves as a liaison with executives and departments heads to ensure that organizational goals are met. Collaborate with Group Supply Chain and Operations Management to provide advanced analytics and best practices to advance supply chain strategy and competitive position in the market. Uses advanced analytical techniques such as total cost modeling, to optimize Broan NuTone’s negotiating power and overall competitive position.

Responsible for ensuring overall inventory accuracy and tracking of inventory movement within BNC; and for setting up and modifying KanBan programs for materials at BNC. Manage processes by ensuring duties are performed pertaining to such activities as the following: the formal cycle counting process; perpetual inventory accuracy; monthly inventory variances; Excess and Obsolete reports; the Kanban replenishment system, including a review of the forecast and history to ensure it is updated properly and adjusting levels as required, Physical Inventory preparations, count and reconciliation. Support the business by contributing to such areas as the following: eliminating part shortages and inventory discrepancies; the Engineering Change process as it pertains to inventory information and tracking; assisting engineering in maintaining and managing the Bills of Materials. Develop the business by participating in or facilitating such initiatives as driving continuous improvement; suggesting corrective and preventive actions for root causes of inventory variances; working with Marketing for Product rationalization. Managing the Inventory Analyst, Inventory Clerk, Cycle Counter and Warehouse Personnel in their duties.

Maintain the MRP system to facilitate purchasing, inventory control, scheduling and finance. Set-up and monitor production methods in accordance with the budget and production processes to capture information related to labour, inventory, costing etc. Maintain, review and analyze perpetual inventory levels on a periodic basis. Purchasing of raw materials and components for production. Help organize and implement 5S and visual inventory systems. CMS / Shop Floor: Assist all levels of management team to understand reports and write custom reports in CMS to optimize information gathering Determine with production and engineering, all production processes and set up CMS (including BOM’s and shop floor information) to capture all data required (labour, costing, set-up, scrap downtime etc.) Analyze and audit CMS to ensure it is capturing all pertinent information Identify research and implement process improvement projects Configure shop floor equipment to match production needs. Office Support: Order, track and maintain all IT assets including computers, cell phones, printers projectors, faxes etc. Track, install and remove software to ensure that all software in use is compliant with legal requirements. Research appropriate equipment and software to suit the company needs. Coordinates all Security requests with corporate IT to ensure that all promotions, hires / terminations are looked after in a timely manner. Provides 1 point of contact with staff as well as corporate IT for all MIS issues. Will troubleshoot all MIS issues on site and work with IT remotely to correct where applicable. Assist IT with on-site visits to ensure timely response. Provide computer orientation for new salaried employees

Responsible for scheduling a brand new facility. The program consisted of 11 finished good part numbers with a total of 143 WIP part numbers over 5 processes. These processes consist of Autoendforming, Bending, Crimping, Pre-Assembly and Leak Testing. We launched 5 new finished good part numbers into the current process Implemented a Kanban system in this plant to help ensure 100% delivery. In addition, I was involved in launching another new program with over 30 finished good part numbers. In another plant with 4 departments I was involved in improving our delivery performance. To do this, we reviewed the entire process from purchasing components to finished goods, implementing a Kanban system and reducing WIP by adjusting the layout to provide 1 piece flow where possible.

In this role, my primary responsibility is to ensure a smooth flow from raw material through to customer shipments. Resources involved in this process include a Calender, Continuous Cure Press, Continuous Die Cutter and a variety of die cut and assembly work cells. For the Calender, which produces sheets, a schedule is created per shift with up to 10 changes based on the requirements of other departments. The Continuous Cure Press produces rolls ranging in gauge from .070” to .500” and in lengths of 150’ to 1000’. A schedule is compiled using customer finished goods requirements as well as internal WIP requirements. The Die-Cut department, which consists of the Continuous Die Cutter as well as various die cut and assembly work cells, is scheduled per shift based on available capacity, inventory objectives, customer requirements and forecasts. Each resource has work orders issued to the floor based on the schedules created. In addition, I contribute to the “Fast Track Team” as a representative of the Scheduling Department. The purpose of this team is to research, recommend and implement improvements for the use of CMS in the areas of inventory control, bills of material, production routing, and production scheduling for each department in the company

I compiled weekly Production Plans and Forecasts, using MRPII, consisting of machine and labour allocation as well as mold changes and requisitioning of raw materials. This was submitted to Manufacturing, Mechanics and Purchasing to ensure customer orders were achieved on time. I created work orders based on this plan and tracked the production accordingly. Raw Material Requisitions were submitted to Purchasing from this plan. I submitted to the Senior Management Team, Sales and Engineering on a bi-annual basis a capacity analysis of the department to provide Sales and Operations Planning. The Customer Service Segment included tasks ranging from creating Bills Of Lading and expediting shipments to using DaimlerChrysler’s on-line S.M.A.R.T. system and maintaining system accuracy for customer information. I worked closely with the Warehouse to ensure that all shipments were made accurately and on time using EDI and maintaining our CUMS. I was also responsible for maintaining, disputing and tracking of our ratings from all customers, including DaimlerChrysler

This position is responsible for covering vacations on all Production Scheduling and Customer Service positions. I was given the responsibility of cleaning up old tooling records and credit/debit notes. I accomplished this task and maintained these records up to date by billing for tooling and tracking payments for all automotive companies (with the exception of Ford) and dealing with any credit issues that arose in a timely manner. Working closely with other Production Schedulers and Customer Service personnel, I wrote the QS9000 procedures binder for our department. I also wrote the QS9000 procedures binders for Shipping\Receiving, Inventory Control and the Warehouse.

Units included: Leading and Building teams, Problem Solving, Project Management, Empowerment, Delegation and Motivation