DONALD HOFFERT - NDSU



Donald Hoffert

2900 Thomas Avenue South, Minneapolis, MN 55416

d1hoff3@ ( 612 298 7858

Summary of Qualifications

Results oriented Sr. Management Leader with a distinguished career building organizations, developing management teams and significantly improving operational performance. Demonstrated ability to link and align business intelligence to strategic planning and cascade line of sight Key Performance Indicators-objectives via value creation processes- human performance process systems. Developed winners of country and state business excellence awards.

Change agent with outstanding strategic vision, leadership, communication and organizational skills, which have proven to be critical assets in developing a positive work environment, managing people, and exceeding company goals. Possesses a unique blend of expertise in technical knowledge, growth strategy development, strategic business planning, coordinating operations and establishing/leveraging existing partnerships.

More than 15 years of progressive leadership and management experience involving:

|Business Strategy / Intelligence |Supply Chain / Distribution / Logistics |

|Change Agent Catalyst |P&L/Budget |

|Turn-Around Leadership |Strategic Business Plan |

|Partnerships Development |Vendor Relations/Contract Negotiations |

|Mergers/Acquisitions |International Development Experience |

|International cross culture alignment | |

|Operations Management |Quality |

|Operations Analysis |TQM |

|Organizational Design/Development |Lean Manufacturing Management |

|Process Performance Improvements |Six Sigma |

|Training and Leadership Development |Mentoring and Coaching |

|Project Management Portfolio |Performance Management |

Professional Experience

ADC Telecommunications 2007 – 2008

$1.5 Billion Global Telecom Company

Director – GCS BU Strategy Deployment-Lean/Sigma PMO office

Direct PMO (program mgmt office) team with responsibility of 6 staff specialist in program / project management, master lean six sigma, black belts, and 10 indirect global reports in Customer Service, Product Management, Engineering, Operations, Supply Chain , HR, Finance and Strategy.

• A highly fragmented transformation program was inherited that is preventing realization of expected Board of Director benefits as well as poor employee moral. Developed and implemented a PMO office, set leadership expectations, trained senior leaders in phase gate approach and equipped champions- project leaders to deliver benefits of $30M (3% margin gain) in 9 months with a $56M potential.

• A lack of proper training systems exists. Hired a master lean sigma expert and developed a global rollout plan using SCOR, lean, six sigma convergence model.

• Disciplined management review process did not exist. Implemented a strategic goal deployment process, including gaining consensus around a monthly scorecard review process with executive leaders to monitor strategic, operational and functional key performance indicators to advance the transformation change process of actual vs. target, if off target, countermeasures to get back on track.

Donald Hoffert Page Two

Stora Enso OYJ Global 2000 – 2007

$18 Billion Fortune 100 Paper, Packaging, Forest Products Company

VP Corp Services/Business Excellence (International assignment) (2005 - 2007)

Direct - Global Business Excellence and Corporate Services team (HR, IT, Purchasing), Indirect - Sales and Marketing, Operations, Finance and Strategy. Direct reports; 8 and 12 global cross cultural steering team members representing 4 main Product business segments and support areas with an extended reach to 40 countries and 150 network personnel at unit locations.

• A highly decentralized organizational culture is preventing a crystallized vision and change plan causing poor profitability compared to peer groups. Developed and implemented a senior level “ Alignment, Assessment, Roadmap, Competency Development Plan” to address a strategic compelling case for change for a $1.2 billion savings target by 2010 using collaboration with strategic partners(strategic account management), a high performance mill platform and SGA streamlining via shared services. Accepted by senior executive team as the major change plan.

• No common Global platform to define and execute toward a high performance work culture. Spearheaded an expert team to define a global platform for a high performance work culture involving self directed work teams. Accelerated rate of profit improvement through training in the model within global regions by experts…have reached about 15% of the $300M HPWO target.

• Spearheaded an executive management “breakthrough”, dramatic restructuring and change plan to achieve SGA (sales, general, and admin costs as % of sales) of $300M savings by attaining top 25 percentile of comparable industries. To date, 50 ME of the 300 ME target is completed.

• Benchmark data developed from other projects, showed our Supply chain costs as a % of sales was 5 percentage points higher than our comparable industry, causing an excess of $600M. Championed-gained acceptance from executives to use regional pilot project to establish a common approach…$50M achieved in 1 year of the $600M target expected in 2years.

• Inherited a complicated corporate business excellence criteria model that allowed too much flexibility, thus prevented transparency of sharing across the company. Within 6 months created a simplified Business Excellence process that aligns the company with common company key performance metrics, specified core business processes, and lean-six sigma process improvement methodology with a cascading scorecard system for profitability focus.

• Lack of a common view of how leading companies measure organization and people performance, therefore little strategic guidance for executive mgt to set strategy. Benchmarked world class organizational, people and HR metrics and anchored with key leadership teams to drive future performance.

• Masterminded a core corporate group of financial and operational personnel to theorize and prove correlation strength, drivers to profitability, thus transforming corporate thinking process of what metrics to follow and why.

Director TQM-Continuous Improvement, Stora Enso North America (2000 - 2005)

Report to President - North America region of Global Company, responsibility over 10 operating mill units and 10 support units. Direct Reports: 6 Experts Consultants and 30 field Consultants across North America.

• Championed and aligned a senior leadership transformation effort around defining a high performance culture driving top leadership qualities and self directed work teams…now a model in corporate global . Some locations improving ROCE from 5 to 25% in 2 years.

• Led an expert level “skunks team” around business process redesign to reduce variable costs by $80-100M utilizing advanced supply chain strategies involving a joint target setting process with strategic partner customers. To date yielding $13.1M contribution by piloting with 2 strategic customers and one strategic suppler for a $2M savings.

• Employees, directly involved in their operation, do not have a process to submit and implement ideas to improve operations. Implemented Mill Productivity Program to involve hourly employee’s $25M savings over 2 year period, now maturing to self managed work teams

Donald Hoffert Page Three

• Established a best practice sharing process between mills to accelerate the “rate of improvement” for finding chronic waste root causes –solutions. Mills identified-implemented $12-16M projects to clone.

• Led a B to B cross company-cross functional team deploying lean- Six Sigma methodology and joint target setting to find nearly $5M in saving opportunity and implemented the easy $2M components.

• Developed a strategic partner joint assessment and target setting process to close gaps on KPI’s setup….2 years tested with 2 customers, and 1 supplier and is now the main “engagement” process.

• No consistent and quality training for project leadership resulting in poorly defined and executed projects. Researched, designed, developed and trained a project leader course over 3 years. Project results have improved by at least 50 % more projects are: on time, on budget and meeting objectives.

• Led 10 mills, 8 staff areas, 50 people in business assessments in North American units to providing a process to cascade strategy via balanced KPI scorecards and a bottom up assessment approach to assess organizational capability to execute. Improved scores by 50 % in 2 years….2 % ROCE.

Consolidated Papers Inc. (Acquired by StoraEnso OYJ) 1990’s

Manager - Industrial engineering (10 years)

Led Corporate Industrial Engineering team with reach to 10 operating units and 10 support units. Direct Reports: 8 Experts and 20 field Continuous Improvement Mgrs.

• Poor quality negatively impacting cost of sales. Setup enterprise system called Juran method for QIP (Quality Improvement Process and tools). Had roles of champion, project facilitator, and project leader on many of the large company wide staff projects. Cost of poor quality went from 40% of sales to 29% on sales of $1.5B.

Production Manager (5 years) 1980’s

• Bottleneck in the finishing area of a decorative laminating facility created excessive cost structure. Identified a major bottleneck, designed, justified, installed and as production manager operated, a major plant modernization of $20M, 2 yr payback. As assistant operations manager, improved profitability by 25% per year for 3 years.

Education / Associations

BS Engineering, North Dakota State University

Master of Quality – Stora Enso OYJ, SE Europe

Lean Six Sigma Supply Chain Black Belt certification - AIT

Lean Six Sigma Champion training - BMG group

PMO project management certified- MPMM

Minnesota Council for Quality- Board of Examiners certified

President Paper trade society, Industrial Engineering org past president – ASQ, APICS member

................
................

In order to avoid copyright disputes, this page is only a partial summary.

Google Online Preview   Download