DONNA J WALKER101-170 Old Carriage RdKitchener, ON N2P 1Z7

(519)697-1840donnajwalker@live.com

CAREER SUMMARY:

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.

KEY AREAS OF QUALIFICATION

• 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

PROFESSIONAL EXPERIENCE

PNR RailWorks July 2013 – Sept 2014Master Scheduler

Fastenal May 2011 – July 2013National Account Sourcing & Quoting Specialist

Cooper Standard Automotive April 2008 – October 2009Production Control Manager – Stratford Sealing Plant 1 & 2

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 have been made to date:

• 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 North America April 2007 – March 2008General 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 Management position. All tasks are on schedule for completion with the following having been completed to date:

• 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

KTM Locks – Magna Closures International 4 Month Contract

KTM was downsizing their facility and hired me to manage the Material’s team while the existing Manager focused his attention on closing the warehousing facility they utilized for storage and shipping. The following disciplines were under my direction; Customer Service / Scheduling / Inventory Control / Planning / Product Launch / Engineering Change Management. In this role I was responsible for the daily management of the material’s team.

Eberspaecher Exhaust Systems Nov 2005 – Oct 2006Operations 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.

• 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 & Assembly Jan 2005 – Nov 2005Materials / 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.

• 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

KSR International Sept 2001 – Dec 2004Materials Manager

RELATED EDUCATION

Business Administration – Materials and Operations Completed Year 1 2011Microcomputer Software Support Specialist Completed & CertifiedExcelling as a First Time Manager Completed & CertifiedProject Management / Multi Tasking Completed & CertifiedManaging / Motivating Difficult People Completed & Certified