Director – Business Process & Technology, Strategic Demand Management, Manufacturing & Procurement @ Globally responsible for the Business Process & Technology (BPT) strategic partnerships with SC Johnson’s Manufacturing and Procurement business areas and global process owners, focusing on business strategy development, solution discovery, portfolio management and service management. From June 2015 to Present (7 months) Sr IT
Director – Business Process & Technology, Strategic Demand Management, Manufacturing & Procurement @ Globally responsible for the Business Process & Technology (BPT) strategic partnerships with SC Johnson’s Manufacturing and Procurement business areas and global process owners, focusing on business strategy development, solution discovery, portfolio management and service management. From June 2015 to Present (7 months) Sr IT Manager, Manufacturing Business Engagement @ Lead the IT business relationship with senior IT, Supply Chain, and Engineering leadership in transforming strategic vision into an executable roadmap for our manufacturing IT services. Act as the IT liaison with the business functions in analyzing business needs, evaluating and recommending potential solutions, and developing annual budgets and benefits justifications. Collaborate with system architects, IT infrastructure and operations teams, and outside vendors / systems integrators to design and implement effective solutions.
Implementing IT service management. Refining the cost-to-serve model (using Apptio) for manufacturing services (~$15MM annually). Owns the project/program management to justify work efforts, allocate resources, control costs and ensure on-time solution delivery. Lead change management process to redesign delivery of IT services, define service levels and performance metrics.
Oversee 20+ IT resources across our 15 Campbell Soup and Pepperidge Farm manufacturing facilities in North America. Working with team to mature the new IT operating model and integrate IT service management into remote operations. From August 2013 to June 2015 (1 year 11 months) Sr. Manager - Plant IT, North America @ Designed and instituted a new IT operating model across our 15 Campbell Soup and Pepperidge Farm manufacturing facilities in North America. Developed the vision for executing the roadmap to standardize, consolidate and virtualize IT infrastructure and operations across North America. Evaluated financial and performance impact of centralized or external service providers to improve service and reduce costs. From November 2012 to August 2013 (10 months) Manager Industrial Engineering & Information Technology @ Led industrial engineering and IT staff in driving continuous improvement across business processes, manufacturing operations, and IT systems. Led the plant’s initiative in simplifying and standardizing manufacturing processes. Developed financial justification to fund strategic manufacturing projects totaling more than $40MM in capital. Worked in close collaboration with leaders in supply chain, R&D, and engineering to complete related projects according to the roadmap.
- Delivered annual savings of over $5.5MM for two consecutive years in a plant producing more than $1.2B in product by effectively driving all aspects of a formalized plant savings program.
- Developed and responsibly managed a $16MM direct labor budget.
- Directed design and rollout of performance reporting using MicroStrategy and downtime reporting using Zarpac.
- Oversaw the plant’s transition of email and collaboration tools to Microsoft’s cloud solution, Office 365. From May 2010 to November 2012 (2 years 7 months) IT Manager, Maxton NC Plant @ As a member of the senior leadership team for this plant of ~1,000 employees, directed the IT infrastructure upgrades and help lead the implementation of SAP. Coordinated power users in transforming business processes in the adoption of SAP.
-- Conducted readiness assessments for the Pepperidge Farm manufacturing plants’ SAP implementations.
-- Reorganized the plant IT department to better align with the needs of the business.
-- Enhanced the reliability of IT services and business continuity readiness while significantly lowering IT investment. Directed the implementation of VMware for server and storage virtualization and co-located infrastructure. From April 2007 to May 2010 (3 years 2 months) IT Business Manager. Manufacturing @ ERP Project Manager directing the transition from three separate ERP systems to one common ERP platform across Lance’s four business units (12 manufacturing facilities). Orchestrated the efforts of more than 40 consultants, IT project managers, business analysts, and key users through the process modeling and prototyping phase.
Played a pivotal role in the successful integration of three manufacturing plants and distribution centers brought on through the Tom’s Foods acquisition. Successfully directed an ERP systems implementation across three facilities in four months while completing the initiative well below budget. Implemented the Production Planning (PP) module of SAP across three plants. Defined process requirements, configured SAP, created systems development specifications, supervised data conversion, and trained users. From 2004 to 2007 (3 years) IT Director, PolymerAdditives.com @ Played a key role in the early development of a joint venture, e-business startup. Developed the IT strategy. Drove development and delivery of the customer website and backend reporting systems. Effectively managed the site during the early days of the venture.
-- Increased site usage 26% and cut maintenance costs by 30% by spearheading a comprehensive web site redesign and effectively directing the efforts of information architects, graphic designers, and developers. Guided technical design, construction, testing, and implementation.
-- Led the design and development of a data warehouse to provide secure web access to orders, sales, inventory, and web metrics. Directed a Six Sigma DMAIC project that eliminated 65% of ETL process failures and improved on-time ETL status by 81%.
-- Cut IT staffing costs by 60% over two years by automating support functions and shifting to an on-site / off-shore model. From 2001 to 2004 (3 years)
MS, Information Systems @ George Mason UniversityB.S., Industrial Engineering @ West Virginia University Keith Rea is skilled in: IT Strategy, Leadership, ERP, Change Management, Project Management, Business Analysis, Continuous Improvement, Business Intelligence, Process Improvement, SAP, MES, Supply Chain Management, Cross-functional Team Leadership, IT Management, ITIL
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