WU (Vienna University of Economics and Business)
Broadly experienced leader within many corporate functions including strategy, project management, operations, and supply chain. Experience gained with executive leadership opportunities at a high technology manufacturer of medical diagnostic imaging, high volume, high tech semi-conductor equipment, and recently in entertainment / restaurant operations. Involvement includes; strategic initiatives and corporate strategy, performance excellence, site leadership; acquisition integration and
Broadly experienced leader within many corporate functions including strategy, project management, operations, and supply chain. Experience gained with executive leadership opportunities at a high technology manufacturer of medical diagnostic imaging, high volume, high tech semi-conductor equipment, and recently in entertainment / restaurant operations. Involvement includes; strategic initiatives and corporate strategy, performance excellence, site leadership; acquisition integration and transfers; and global supply chain strategy creation and execution.
Committed to the goals of continuous improvement, growth, & operational excellence. Have set up and streamlined operations / manufacturing / materials / & service areas in growth and turn-around settings, across union and non-union environments while working with domestic and international suppliers and internal suppliers. Drove cost out through lean manufacturing techniques, supply chain footprint redesign, manufacturing simplification, and technology platforms.
Have been able to transfer operations skillset into the restaurant / entertainment industry
Director of Strategic Initiatives (Executive) @ Responsbile for supporting the creation & execution of business strategy for the organization. Primary responsibilties are focused around revenue growth, operational efficiencies, and enhancement of guest perception.
Accomplishments have included 50 bps Beverage COGS improvement through bar excellence projects, implementation of a modular guest feedback system, and support and leadership of a program to deliver 4.6% incremental revenue during peak hours.
Driven CRM / Guest perception initiatives, Digitization projects and platforms, and developed a performance excellence platform for the organization. From November 2011 to Present (4 years 2 months) Dallas/Fort Worth AreaDirector of Operations & Site Leader @ -Led a multi-site operations team of 10 direct reports with an extended team of ~250 for a $120M division & $18M budget
-Drove productivity of our main product line from 4.7 to 2.5 direct labor hrs/unit equating to $4M annualized savings
-Improved On Time Delivery from 75% to > 90% and Mfg Inventory turns from 15 to 24 through lean concepts
-Supported strategy & led the consolidation of the Brooks footprint reduction, leading to the Allen site closure in a 6 month window for a $9M annualized savings and payback < 1 yr.
-Took over operations of Allen Service Operations and reduced past due backlog by > 70% improving customer satisfaction From October 2010 to November 2011 (1 year 2 months) Global Supply Chain Strategy Manager - Life Support Solutions @ Developed the long-term manufacturing strategy for a $700M LSS business with 7 global sites
-Drove the Make/Buy & High Level Assembly (HLA) Strategy for all new product introductions
-Supply Chain functional leader to the LSS VP, pivot on Cost & 11M variable cost productivity targets
-Created business models and kicked off projects to consolidate sites and global footprint enabling ann. savings of $5M
-Setup manufacturing model for several product lines into Brazil for VAT reductions and drive market growth From June 2009 to October 2010 (1 year 5 months) Customer Solutions Manager (Monitoring Solutions Division) @ Managed a team of 4 Customer Solutions Specialist and an offshore team of 21 individuals that supported ~60 part escalations/day. Reduced headcount by 10%, while building a productive fulfillment organization
-Completed a warehouse transfer of 3000 SKU's ($7M inv) from El Paso to Ohio to enable $1M in reduced shipping costs
-Led the Supply Chain Integration of an acquisition creating workflows, standard processes to enable business synergies From October 2007 to June 2009 (1 year 9 months) Supply Chain / Materials Manager (Magnetic Resonance Division) @ Managed a team of 7 employees, improved weekly production linearity from 85% to 96% by improving material fulfillment
-Decreased Manufacturing Raw Material Inventory from $26M to $15.6M and improved mfg inv turns by 9%
-Reduced Physical Inventory Deficit from $2.9M to $144k in 2006 (99.97% inventory accuracy) & maintained in 2007
-Helped lead multiple supplier transfers including a critical supplier exit of 114 part IDs
-Took on incremental leadership of Shipping / Receiving / Inspection areas which included management of the Production Supervisor and ~20 union employees across 2 shifts and removed 10% headcount while handling incremental volume From February 2005 to September 2007 (2 years 8 months) Operations Management Leadership Program @ Selected into the prestigious accelerated operations leadership program at GE Healthcare where I took on four six-month rotations in different areas of the business and was challenged with difficult goals and objectives in each role. Participated in several Crotonville leadership courses, APICS certification, and a Capstone project that helped standardize production quality metrics across our many manufacturing sites.
Project Leader (Interventional Cardiology Fulfillment)
Developed a Forecast Variation Model using linear regression to better predict forecast to orders. Created simplification model to remove 800 unused catalogs from structure.
Global Parts Recovery Team (Service) *
Pulled onto a Crisis team to recover Service Parts Organization. Worked through 3,000 purchase orders to locate repairable parts on order. Expedited service parts to reduce customer service down time.
Production Team Leader (X-Ray Tube Manufacturing)
Supervised a team of 25 Production Associates. Improved Cathode dept productivity by 25% by implementing daily standards and met 100% quarterly goals.
Project Leader (Service Sourcing)
Led a supplier consolidation project, eliminated 15 non-strategic suppliers, and drove $1M of annualized cost savings by using an e-auction tool. Created a supplier scorecard for Service Sourcing to identify strategic suppliers.
Material Logistics (Computed Tomography New Programs)
Drove Materials for a New Product Implementation and created supermarkets and kits that followed Lean principles. Led several Lean Action Workouts that helped to reduce mfg process time by 12% From January 2003 to February 2005 (2 years 2 months)
M.B.A, Finance & Strategy @ The University of Chicago - Booth School of Business From 2007 to 2009 IBEP, International Finance & Marketing @ WU (Vienna University of Economics and Business) From 2008 to 2008 B.S, Electrical Engineering @ Illinois Institute of Technology From 1999 to 2002 Texas Academy of Mathematics & Science @ University of North Texas From 1997 to 1999 Helmuth Jr. is skilled in: Lean Manufacturing, Six Sigma, Manufacturing, Supply Chain, Operations Management, Operational Excellence, Process Improvement, Continuous Improvement, Cross-functional Team Leadership, Malcolm Baldrige, Malcolm Baldrige Examiner
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