Tim Collins

Tim Collins

Work History

Work History

Feb 2007 - Present

Director, Lean Six Sigma

Sappi Fine Paper

Mission:

Develop and lead the Continuous Improvement program at Sappi Fine Paper North America reporting to the CEO and Leadership Team.

Responsibilities:

·Develop, implement and lead Sappi Fine Paper’s Continuous Improvement program.

·Recruit, hire, train and manage full time Lean Six Sigma organization.

·Develop and execute Supply Chain productivity strategy as a member of the Supply Chain leadership team.

Actions:

·Performed full financial and operational assessment of the North American business to provide framework for company-wide Continuous Improvement program.

·Facilitated strategy development with CEO and Lead Team to ensure alignment of proposed Continuous Improvement program with corporate objectives.

·Secured leadership buy-in for top-down rollout of comprehensive Continuous Improvement program addressing the regions’ specific needs.

·Formed full time Lean Six Sigma organization charged with executing Continuous Improvement projects in all functions.

·Provided training for over 500 employees at all levels.

Results:

·Achieved positive ROI on full deployment in 5 months.

·Exceeded annual Cash Flow, Cost Reduction, and Revenue Enhancement targets by over 60%.

·Graduate of Sappi Academy, Sappi’s Global Leadership Program.  

Aug 2005 - Feb 2007

Manager, North American Logistics

W.R. Grace & Co.

Mission:

Lead all aspects of North American Logistics.

Responsibilities included:

·Managing all modes of transportation for W.R. Grace’s North American operation.

·Leading the North American Logistics organization comprised of full time personnel in 12 sites across both business units in Canada and the USA.

·Achieving best in class service and cost position in the marketplace.

·Customs compliance.

·Building and maintaining customer relationships throughout Mexico, United States and Canada.

Actions:

·Outsourced all non-core Logistics functions to a 4PL (4th Party Logistics Provider).

·Led the transition from a full scale, in-house Logistics operation to one managed by a 4PL.

·Facilitated the personnel restructuring which reduced in-house headcount by 35 employees.

·Collaborated with Sales and the Grace Leadership team to manage customer relationships throughout the transition.

·Provided day to day management of the 4PL provider, including all aspects of contract negotiation, KPI performance, etc.

·Managed the Logistics response to Hurricanes Katrina and Rita which shut down the largest plant in North America.

Results:

·Achieved 20% line-haul cost reduction (average across all modes).

·Successfully outsourced all non-core Logistics functions to 4PL.

·        Zero customer delays during Hurricanes Katrina and Rita ensuring refiners’ ability to come back online expeditiously in the region.

Jul 2004 - Aug 2005

Global Supply Chain Productivity Leader

W.R. Grace & Co.

Mission:

Achieve 5% year over year productivity improvement across the Global Supply Chain.

Responsibilities included:

·Leading Supply Chain productivity in North America, Europe, Asia Pacific and Latin America.

·Leading large scale projects where needed.

·Training, coaching, mentoring Supply Chain staff.

·Achieving productivity targets.

·Managing productivity organization.

Actions:

·Developed Supply Chain portfolio management strategy.

·Led Global effort to reduce Logistics costs.

·Assumed interim role of Discovery Sciences commodity manager following new acquisition.

·Developed and led low cost country sourcing process for Discovery Sciences business which engaged suppliers throughout South East Asia.

Results:

·Exceeded cost reduction targets worldwide.

·Achieved 35% cost reduction in key Discovery Sciences product lines as a result of low cost country sourcing effort.

Jan 2002 - Jul 2005

Senior Black Belt, Corporate Productivity

W.R. Grace & Co.

Mission:

Accountable for the global launch of Lean Six Sigma in Shared Service functions for the Grace Construction Products division.

Responsibilities included:

·Engaging the VP’s of Finance, HR, IT and Legal to identify ongoing strategy for Continuous Improvement in their functions.

·Developing portfolio strategy

·Training of Green Belts in each function, globally.

·Leading strategic projects as required.

·Interfacing with divisional CEO on a monthly business.

·Managing direct reports.

Actions:

·Implemented Lean Six Sigma in all Shared Service functions of the GCP business, globally.

Results:

·Achieved cost reduction targets in all functions.

·Trained over 250 employees as Lean Six Sigma Green Belts in North America, Asia Pacific and Europe.

Jan 2000 - Jan 2002

Process Improvement Leader, Chairman's Office

May Department Stores

Mission:

Deliver value through operational improvements at the Filene’s division of the May Department Stores company.

Responsibilities included:

·Becoming certified as a LSS Black Belt.

·Leading projects across the division.

·Integrating Lean Six Sigma into the company culture.

Actions:

·Implemented Lean Six Sigma techniques leading to significant operational improvements throughout the Filene’s network which included 46 retail stores, a distribution center and Shared Service functions based in Boston.

Results:

·Achieved $20M in business benefit through the following types of projects.

·Named 2001 Manager of the Year for work on Lighting Optimization.

 

Education

Education

Certifications

Certifications

Lean Six Sigma Master Black Belt

May Company