Sharise Heenan has 16 years of experience in inventory, logistics, and materials management. She has a background in lean six sigma and is working towards her CPIM certification. She has strong materials management skills and experience with new product introductions and cost reduction projects. Some of her projects include reducing material move times by 40%, freeing up 90% of warehouse space for returns, and improving inventory accuracy.

1. Sharise Heenan

2. 16 years inventory/logistics/materials
management; 4 years production management
Lean and Six Sigma trained, started APICS
courses for CPIM certification
Strong materials management skills
New product introduction and cost reduction
experience.
Background

3. Experience
 Functional
◦ Manufacturing Management
◦ Materials Management
◦ Logistics
◦ Purchasing
◦ Customer Service
 Industry
◦ Optics and Optical Coatings
◦ Medical Coatings
◦ Medical Devices
◦ Industrial Products – Pumps & HVAC
◦ Chemical
◦ Aerospace
◦ Forgings

4. Project Management
 Material Move Project
◦ Issue – Irregular pattern of truck receipts creating overtime
and delay in receipt of finished goods to warehouse
◦ Action – Created Material Move teams and process to
move finished goods from production to shipping
◦ Results – Reduced move time 40%
 Return Material Lean Action Work Out (Lead)
◦ Issue – Large portion of one section of receiving
warehouse was utilized for return material that ended up
being scrapped due to shelf life
◦ Action – Determine process for plant to receive return
material and determine disposition
◦ Result – 90% of that warehouse section was freed for
incoming material. Reduction in scrapping of return
material

5. Project Management
 Scrap Material Reduction
◦ Issue – Shipping warehouse had limited space for new
product; mixed pallets existed and out of date materials
was shipped to customer
◦ Action – Created process for product managers to review
and disposition shelf life material; worked with
management to increase scrap budget and to secure
resources to support project
◦ Results – Increased usable floor space 25%
 NPI – Materials Management
◦ Issue – Visibility to parts status for new products was
limited
◦ Action – Developed process to determine status and to
create data for Management on status of project
◦ Result – Elimination of non-value added work and clear
understanding of parts status for projects

6. Project Management
 Handling/Storage of Small Parts
◦ Issue – Small replacement parts were “lost” between
the floor and the receiving warehouse
◦ Action – Created receiving area for small parts and
revised stocking area. Established flow of material
through factory to warehouse, staffed area with
dedicated employees
◦ Results – Reduced lost components, improved
inventory accuracy and visibility to parts
 Excess and Obsolete Inventory
◦ Issue – Visibility to Excess and Obsolete parts was
limited to finance and materials although other
departments were impacting the numbers
◦ Action – Created a review process and work
instructions with Senior Management team
involvement
◦ Result – 10% reduction in excess and obsolete

7. Project Management
 Kitting Scheduling
◦ Issue – OTD of kitted parts in warehouse resulted in missed
customer orders
◦ Action – Revised kitting process with dedicated scheduler,
conducted time studies, created tool to schedule kits and
established flow lanes for kit components
◦ Results – Improved fill rates and kit OTD, reduced floor space,
improved accounting understanding of kit cost
 Receiving Exception Database
◦ Issue – Limited to no visibility to issues causing receiving
exceptions
◦ Action – Created new database to capture data, developed work
instructions and metrics to help drive out non-value added tasks
to receiving parts
◦ Results – 80% reduction in average days to close. Working with
supplier to address paperwork, quantity issues

8. Other Projects
 KPI and trending data creation - improved fill rate 10%,
inventory reduction 15%
 Lean supermarket, Kanban, VMI, JIT and receiving
warehouse development – reduction in lost time looking
for parts and inventory accuracy
 Cross training program – reduction in overtime hours
 OTD (delinquency reduction) project – 10% increase in
on time delivery, 42% decrease in standard deviation
(ITT Ring of Quality awarded Silver)
 Physical inventory for shipping and receiving
warehouse resulting in less than 1% variance
 Implemented lean manufacturing on a production line
 Created cleaning and testing process for a medical
clean room

9. Inventory Materials
Management
 Cycle count process on shelf life material and location
clean up to drive towards FIFO
 Shrinkage review to determine driving factors impacting
shrink and develop processes to address
 Overall inventory review by weeks on hand and team
work with planners/buyers to address
 Materials management for new parts/products
introductions
 ECN inventory review to determine impact of ECN and
work with Engineering to disposition properly
 BOM management to assure quantity and component
accuracy
 New forecasting system implementation (in blueprinting
stage Q12015
 Various IT projects to improve system capabilities;
reduce manual tasks and improve process flow

10. Management Roles
 Standard work creation and training
 KPI and trending data creation
 Employee Engagement
◦ Monthly one on one meetings
◦ Department games
◦ Open communications
◦ Staff meetings
 Coaching and Development
◦ Individual development plans
◦ Employee improvement plans
◦ Mentoring

11. Career Themes
Leadership (execution, relationships, strategic thinking and
influencing)
Process Improvement (proven track record)
Bottom Line Impact (KPI creation and tracking/driving
metrics)