Steven Lash

Consulting services for procurement and supply issues with suppliers in North America, Asia, Mexico and Europe.

Directed Purchasing and Expediting activities for the North American Operations (5 Plant locations). Supervised 12 Material, MRO and Tooling Buyers, 6 Expediters and 2 clerical administrators. Total purchases for CY 2013 est. at $500+ million. Parent company; Koito Inc. ( located in Tokyo). Toyota owns 25% of stock. Commodities: molding compounds, adhesives, plastic parts, wire harnesses, bulbs, fasteners, rubber, screws, bulb shields, circuit boards, sockets, packaging, gaskets adjusters, stampings and outsourced assemblies. Key Accomplishments: Upgraded the Delivery Performance System Established a Project Review Scorecard * Re-Established a joint team(Purchasing and SQE) to review and improve supplier performance. Developed a department training program.

1. Researched "best in class" companies, designed and implemented the critical Supply Chain Management processes into the Purchasing, Logistic and Material Control departments of the ZF/Lemforder NAO in the US, Mexico and Canada. Total NAO purchasing in 2003 was $1.1B. 2. Directed the NAO Commodity Manager Council in which strategies for all major commodities were established and served as the NAO representative on the ZF Global Commodity Managers Council. 3. Coordinated all E-Business activities for the ZF NAO supplier and customer base. Also served as the NAO representative on the ZF Global E-Business policy board. 4. Led start-up of the GM/Holden VE Suspension Module Project in Australia. 5. Served as a Board Member of a minority joint venture company representing ZF.

Directed the project management activities for the Ford D-219 Suspension Module Project, the largest suspension module program in the history of ZF. The areas of responsibility included new plant start-up, equipment, commercial, controlling, purchasing, SQE, manufacturing, quality, logistics and engineering. KEY ACCOMPLISHMENTS: Successfully negotiated commercial award of the Ford D-219 module program business; forecast of $2.7+B total program revenue. Successfully negotiated lease for all supplier companies located in Chicago Supplier Park. Awarded recognition by Ford for prototype performance at Volvo in Sweden and at Dearborn. Met or exceeded all operational budget targets for revenues, P&L, etc.

Directed operations for three light vehicle suspension component and module assembly facilities with 500 employees and one heavy truck operation with 100 employees in the US. Total division revenues of $75M in 1996 and $450M in 1999. KEY ACCOMPLISHMENTS: Directed the enlargement of one operation and the establishment of two new facilities in the US and one in Mexico on time and less than budget. Launched over 100 new suspension component and module programs for Ford, BMW, General Motors, Daimler Chrysler and Mercedes. Successfully negotiated commercial award of the BMW X-5 module program business; forecast of $1.4B total program revenue. Lead start-up and operation of one light vehicle component operation in Mexico. Successfully negotiated commercial award for the wheel end business for the BMW E-36 rear module; forecast of $60M+ in total program revenue. Restructured suspension division into two separate divisions, one focusing on suspension components and one on suspension modules due to rapid growth of division from $75M in 1996 to $450M in 1999. Met or exceeded all operational budget targets for revenues, P&L, etc.

Directed purchasing and SQE activities for seven light vehicle component machining, axle assembly and service warehouse operations in the US. Supervised a staff of 20 people including purchasing, managers, buyers, SQE's and project coordinators. Total division purchasing in 1995 was $1.2B. KEY ACCOMPLISHMENTS: Reengineered the purchasing and SQE processes into a combined base to reduce cost, the number of suppliers and increase the amount of leverage with commodity buys. Reduced material costs over 10% at the pre-production level and 5% at the post-production level. Based on research in the processing and SQE areas, reduced the number of purchasing/SQE people by 20%, resulting in increases in efficiency, timing, and reduction in cost. Developed and implemented Supplier Performance Evaluation System via the Internet. Led project to design and implement Purchasing/SQE Performance Reward System.

Directed plant activities for production of heavy truck driveline components and industrial axles in an 600,000 sq. ft. facility with 600+ people; revenues of $500M annually. Customer base included Mack Truck and Navistar. KEY ACCOMPLISHMENTS: Completed conversion of plant from using transfer line process technology to focused cellular processes by product line. Implemented coop program with a local high school to identify and train potential employees. Implemented an apprenticeship training program for existing employees certified by the State of North Carolina as: CMC, Maintenance or Quality Technician Apprentices. Met or exceeded all operational budget targets revenues, P&L, etc.

Directed plant activities for production of suspension components for automotive and industrial applications in an 80,000 sq. ft. facility with 120+ people and revenues of $80M. Products included inner and outer tie rod ends, rocker arms and stabilizers for all "global" automotive and industrial manufacturers. KEY ACCOMPLISHMENTS: Implemented cellular processes and freed up floor space and improved timing to customers. Installed preventative maintenance program resulting in greater uptime/lower maintenance costs. Implemented overall quality control program that reduced PPM's and quality costs. Implemented inner and outer tie rod end products and manufacturing processes increasing revenues by 20%. Met or exceeded all operational budget targets.

Directed purchasing and scheduling activities for three light axle assembly facilities in the US. Supervised a staff of 10 people including buyers and material control specialists. Total purchasing responsibility for the group in 1990 was $800 mil.