Michael Brodsky

Founded and led the Supply Chain Transformation Office, serving as the connective tissue between operators, planners, finance, and technology teams to design and deliver an integrated supply chain operating model grounded in operational reality. - Shaped integrated supply chain models spanning demand planning, supply planning, logistics, procurement, and inventory - Defined product requirements and business cases for planning and logistics platforms (o9, SAP Ariba, project44) - Led real-world pilots to validate tools against capacity, service, and logistics constraints - Challenged vendor over-promises to ensure usability, credibility, and adoption - Delivered $300M+ in cumulative benefits and managed a $55M investment portfolio Advanced Planning Platform Leadership (o9) Enterprise Product & Operator Interface - Led RFP, selection, and shaping of advanced planning platform across demand, supply, S&OP, and inventory - Translated planner and operator pain points into workflows, decision logic, and system requirements Stress-tested solutions against real operational edge cases prior to scale

- Led enterprise capacity and inventory planning across a multi-site network - Modernized planning processes to expose true capacity, waste, and logistics constraints - Reduced inventory 20%, obsolete inventory 60%, and improved OTIF to 85%

Responsible for leading the Performance Excellence Team for Supply Chain & Logistics. Drive belt engagement, cost savings, transformational projects, and financials through the LSS methodology.

Lean Six SIgma Black Belt supporting Enterprise Logistics and Supply Chain. Responsible for continuous improvement, cost out, project management, mentoring green belts, and other activities.

Responsible for all of the warehouse's Outbound Value Stream. Responsible for all Lean-Six Sigma Activities for the Outbound Value Stream. Responsible for Employee Policy Creation, Overtime Planning, and Overall Production planning for the site. Responsible for meeting all Production, Safety, Continuous Improvement, and Quality Metrics.

Spartanburg Operations Manager. Responsible for all Warehouse Operations including, Receiving, Shipping, and Inventory Control. Responsible for the three manufacturing enviroments housed in Spartanburg. (LPDC - Late Point Definitions Center, CAC, and the Modification Center) Responsible for all Employee Policies, Overtime Planning, and Production Planning. Also splitting duties mainting Operational Excellence Projects such as leading the Bin System Implementation, new Warehouse Management Software Installation, and other various project.

All Lean-Six Sigma Activity For Sector-DCs ELSS EBE Champion Best Practices for Distribution Centers

Responsible for Lean and Six Sigma initiatives for Eaton's Electrical Sector Distribution Centers and our 3rd party DCs. Launched new process for shipping product out of Eaton's largest DC in the Americas. Increased lines out of the facility by an average of 1000 per day and decreased quality errors. DPPM has since dropped from 4000 in August to closing 2013 with 1800. launched unique poke-yoke quality devices to improve errors coming from picking and the shipping dock. Wrote a program with Excel to print single tickets for pickers with picker names, date a time stamp of request and other key quality information. Since implementation, our number 1 quality error was reduced by 20%. Wrote an excel program to track carton shipment boxes on our LTL shipping dock which greatly decreased LTL shipments missing their cartons. Created systematic label to print for key customers only that identifies them to floor employees as needing special instructions. DPPM for these customers has since dropped from being 40% of total DPPM to 20%. Error rate per day has dropped 50% from 8.4 to 4.2 from August to December indicating sustained success. Leading project to re-slot the entire warehouse for more efficient operations. Outlined and organized 80% of shipping volume to be moved to new dedicated locations. Early movements have resulted in higher efficiency from picking associates and less inventory errors Completed cost out analysis for replacing Truck fleet which will result in 150K annual savings

Managed the launch of 5 new standard products worth $7 million Applied/Implemented Lean tools such as value stream mapping, operator balance charts, method sheets, standard layout process charts, kanban systems, point of use inventory, heijunka production tracking board and error proofing jigs/fixtures while taking into account MESH requirements, to implement a new mixed model flow line in a 3 phased approach over a 6 month period consisting of 4 lines with a manning of up to 35 people I create and train shop floor and front end employees on Lean and Six Sigma tools Handle large and small projects on a business need basis and work closely with the front end staff. Certified ISO 9001 Eaton auditor and have completed multiple audits

• Developed Capital Equipment Procurement Standards for use with all Eaton Electrical locations globally • Developed a Manufacturing Database for Eaton Electrical Sector for use by all Eaton Electrical locations that incorporates multiple key business aspects to improve communication of capabilities between facilities and regions o Managed facility, machine, and product data collection for all electrical facilities in APAC and the Americas while working closely with associates in each region to achieve a balanced and value add product • Facilitated meetings with key stakeholders in the Americas, EMEA, and APAC to build support and drive projects forward

• Led an EQS/ELSS project to improve short shipment for panel board orders and identified $550,000 in potential cost savings • Used Lean and Six Sigma tools such as Minitab and Excel to run Pareto Analysis and Pivot Tables to accurately collect and analyze data • Improved leadership and communication skills by hosting and leading BPI meetings with a cross functional team including front end and production staff • Facilitated a cross functional team and assigned action items and deadlines to take advantage of cost out opportunities related to panel board short shipments project

Working closely with Eastman VPs, I have been increasing my skills as a leader and learning valuable skills that will aid me in the dynamic workplace of today. This program is an invaluable experience that has greatly increased my ability to be a successful leader in today's world.

Fall 2009/Spring 2010 One of twenty students selected for program Developing leadership skills in today's dynamic workplace Multiple sessions covering leadership topics

Called upon to complete many projects using Six Sigma and Lean ideals. Completed time studies and process improvement project throughout my time with Textron. Built on leadership and management skills and communication skills in a distribution center setting. Crafted and completed multiple presentations requiring critical thinking and analysis. Textron - Greenlee MDC facility Industrial Engineering Intern Summer 2009 Completed Time Studies. Improved communication and leadership skills Worked on Lean and Six Sigma projects to redesign the product kitting situation Used human ergonomics during design and had a focus on quality Designed working layouts for new picking modules implemented in the plant Worked as part of a team to update and improve main picking module Designed visual aids used to increase productivity and check quality for product kitting

Warehouse duties include: stocking merchandise, checking in inventory, inventory control, and sending merchandise off for printing and screening Improved upon organizational skills, time management, and teamwork

Voted Captain of the Cross Country team for the 2009-2010 season by my peers. Currently apart of the Athletic Honor Roll at the University of Tennessee and have been since 2006.