MP&L Strategy & Continuous Improvement Lead

Key MP&L Strategies Safety First: Identification and mitigation of Mobile-Pedestrian risk, inventory reduction, safe warehouse storage People Focused: Develop mutually agreed upon roles, responsibilities and expectations, with frequent performance feedback through 1-to-1 meetings with your Team Quality Driven: Identification of deviations, receiving verification, accurate labeling, FIFO control, improve inventory accuracy Customer Engagement: Proactive management of Customer Portals and Scorecards, SOP/EOP inventory management, and Customer relationships through open communication Visual Management: Display real-time performance, visual schedule, easily identify abnormal conditions, increase employee ownership by knowing if winning or losing Robust Continuous Improvement: Actively participate in Benchmarking, Best Practice development with internal peers, cost reduction, root cause analysis Connected Planning Process: Consumption based replenishment “Pull” Systems, level load schedules, integrated supplier requirements Additional Tasks Support the CI Team with the required Demand and Inventory Transaction data, and mutually develop and deploy consumption based replenishment Pull Systems After implementation, reinforce the “why”, monitor effectiveness, and adjust as necessary to be successful Gain access to Customer Portals and proactively manage Scorecards, SuperG Launch Readiness Reviews, etc. Document and dispute point losses when appropriate Actively participate on the SOP Launch CFT, ensure Development runs are scheduled, Supplier parts are on order to support the pre-production builds and Customer run at rate Support IATF Audit with Procedures, Work Instructions and Evidence relevant to MP&L functions Own Annual MMOG-LE Self-Assessment submit by July 31st develop and implement Procedures and Work Instructions to close gaps identified during the assessment Proactively manage MP&L KPIs, report Pareto Charts and Corrective Actions during BOS and Operations Reviews Work directly with local Plant Buyers and the SCM Commodity Managers to achieve Inventory Targets by reducing Supplier Lead-Time, MOQs and Firm Order days Improve inventory accuracy by utilizing ASN Receipts, Serial Cycle Counts, and Physical Inventory. Analyze results and identify opportunities to increase accuracy Emphasize the use of the Carlex ERP System (QAD / GMaPS) functionality for MRP, Supplier Schedules, EDI Lead your Team in a positive way while under pressure, prioritize projects and deploy limited resources to achieve MP&L goals #J-18808-Ljbffr Carlex Glass America, LLC