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Jolene Kawa

Brigham City, Utah 84302 Cell (801) 698-3909

Qualifications Summary
Process driven, results-oriented, decisive leader with proven capabilities in developing and implementing lean operations, processes and systems for Automotive, Aerospace and Defense. Skilled at building highperformance teams, eliminating waste to improve productivity, reducing costs and ensuring quality in order to generate sustainable revenue and EBITA gains. Creative change agent focused on shared vision and goals.

Core Competencies
Lean Manufacturing Certified Continuous Improvement Root Cause/Corrective Action Cost Control/Reductions Financial Acumen Purchasing/Supply Chain Management Supplier Quality/Development Team Development and Leadership Key Metric Development/Management Strategic Business Planning and Budgeting

Master of Business Administration (MBA) Utah State University, Logan Utah BS in Production Management Utah State University, Logan Utah

Professional Experience & Results Zero Manufacturing Inc., North Salt Lake, Utah (2009 to July 2013)
VP of Operations: (2012 to 2013) Promoted as part of an executive team and charged with transforming a group of 6 functional managers into a cohesive, high performing team. Developed strategic planning for a $30 million manufacturing facility (130 associates) including production, maintenance, quality, production control/transportation, procurement, and process engineering. Reduced Risk Priority Number (RPN) 50% which reduced internal/external quality issues 40% by leading a team focused on Process Failure Mode & Effects Analysis (PFMEA) for critical products and processes. Reduced overall customer returns 50% by creating the standard method of First Piece Inspection and instilling discipline to the process. Reduced stock SKUs 30% by automatically setting order points in alignment with sales projections during quarterly window. Director of Operations: (2009 to 2012) Team leader/owner of manufacturing industrial protective enclosures for Aerospace, Defense, Medical, and Electronics Industries. Directly responsible for leading 4 Supervisors and a manufacturing team of 100 associates to increase productivity, reduce customer returns, and reduce overall manufacturing costs. Increased OTD (On Time Delivery) performance 42% by implementing visual management tools such as Kanban cards and Production Productivity Boards. Improved productivity 29% by implementing standardized work on repeatable product orders. Reduced scrap 20% in the Hydraulic area by focusing on the 80/20 rule. Developed the criteria to produce parts necessary for set-up parts.


Increased employee suggestions 250% by training employees to identify and eliminate the Seven Wastes.

Autoliv Inc. Ogden, Utah (1983 to 2009)

Strategic Commodity Manager: (2004 to 2009) Led 3 buyers to be responsible for $200M in sourcing development, negotiations, supply strategy, contracts, property management, and supplier management over plastics, chemicals, electrical, seals, and emblems commodities for North America (NA) air bag production. Developed cost modeling to ensure negotiation strategies are set and achieved. Developed a global risk model to understand supplier stress indicators and establish preemptive actions to eliminate cost associated with supplier failure. Achieved average year over year cost reductions of 5% by implementing commoditybased strategies and leveraging low cost country purchasing. Achieved 30% cost reductions by implementing best practices among global suppliers with compatible components. Reduced number of suppliers 35% by achieving consolidated spending and supporting global synergies for supply chain management. Eliminate $500k in supplier costs by developing and training NA suppliers and global suppliers in Lean Manufacturing and concepts. Saved over $1M annually by re-locating supplier painting line internally. Savings was in logistics and piece part cost reduction. Supplier Quality Manager: (2001 to 2004) Successfully managed 8 Supplier Quality Engineers, 5 Receiving Inspectors and over 200 suppliers for quality conformity of inflator components in NA. Developed and implemented proactive processes that focused on value-add activities internally and externally. Reduced cost of quality 30% by implementing a visual supplier scorecard board which focused resources on chronic suppliers. Improved the percentage of Red Suppliers to Green Suppliers 31% by placing emphasis on supplier action plans to eliminate repeat errors. Received the NA Excellence Award for best processes in Supplier Quality Management. Supplier Development Manager: (1997 to 2001) Accountable for training and leading a team of 8 Supplier Quality Engineers to teach Lean Manufacturing principles to improve suppliers performance measured by specific indicators in quality, OTD, cost reductions, and long term viability. Reduced defect rate from 50 to less than 3ppm achievement by collaborating with 7 machining suppliers to implement a poke yoke to equipment to eliminate top error in components. Reduced component costs $3.5M by collaborating with supplier engineers on 6 opportunities that reduced/eliminated waste for both supplier and customer.