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Andrew Yeo

Morton Illinois 61550


765.714.4818 yeo4hh@gmail.com www.linkedin.com/in/andrewyeo1

Manufacturing Executive Profile


Engineering Plant Management Project Director
Visionary global engineering leader offering diverse manufacturing expertise. Lead projects and programs that take new
products from the drawing board through product design and development, operational readiness and customer
acceptance. Identify opportunities and deficiencies and create cost effective solutions that enhance program and
manufacturing competiveness while containing costs and propelling revenue. Business savvy; engage stakeholders
assembling and utilizing global and cross-functional teams and resources to solve problems; deliver results on-time and
within budget. Empower teams to take ownership of critical projects and processes. Excellent communicator; forward
thinking, decisive, and profit-driven. Basic French.

Value-Added Expertise
Operations Multi-site Management Turnarounds Global Engineering Management Matrix Management 6 Sigma
Project Sponsor Lean Management Quality Critical Project Management Strategic Planning & Execution
Benchmark Metrics Best Practices Product Innovation & Launch Process Improvements
Business Development Product Proposals R&D P&L & Budget Management Contract Negotiations
Government Contract Bidding Talent Management Cost, Margin Pricing Optimization
Mergers, Acquisitions & Integration Capital Expenditures Cost Management & Cost Reduction Tracking
Oliver Wight Class A Certification

Career Narrative & Milestones


CATERPILLAR INC; Peoria, Illinois 1986 Present
Advanced rapidly to positions requiring advanced leadership and engineering operations knowledge.
LPSD Engineering Strategic Program Initiatives Manager; Peoria, Illinois (2014 Present)
Selected to Manage high-impact and complex projects involving facilities and product groups.

Led engineering and supplier development and in-house process development in support of the redesign and
resource of multiple crankshafts resulting in one facility closure and >$3M annual cost savings. Engaged leadership
in multiple product groups and facilities in establishing, managing, and tracking project deliverables for cost, facility
footprint, and timing.

Co-led a capacity planning process for critical in-house and supplier parts. New process provided scenario planning
capability and well-received by senior leadership and team members across purchasing, supply chain, operations,
and engineering.

Spearheaded the development of business processes and system integration between engineering organizations and
Asian-based facilities using SAP.

Led the engine business response to the 2011 EU RoHS directive limiting hazardous substances in certain products.
Developed and executed conformance evaluation process and identified high-risk non-conformances. Created the
proposal and rationale for relief from certain aspects of the RoHS directive and presented it to a major European
Engine Manufacturers Association. Efforts resulted in an industry agreement to provide input to the EU seeking
exclusion. Established a rational for broad RoHS exemption for use of lead in engine bearings, developed consensus
for the exemption with members of the Euromot and NAM trade associations through a resolved industry proposal
formally submitted to the EU. Initiatives to benefit overall industry ($1B) and Cat (>$60 MM).

Andrew Yeo Page 2


765.714.4818 yeo4hh@gmail.com
LPSD Engineering Change Management Manager; Peoria, Illinois (2010 2013)
Tapped to lead engineering and supplier change processes and systems for the Large Power Systems Division covering
five North American facilities, one in China and one India. Managed production readiness for 200+ new product
programs representing $500MM+ in R&D spend.

Developed, implemented and managed an engineering change review process for engineering changes. Slashed post
release rework of change packages 33%+ to less than 5%.

Eliminated serious first build issues on 200+ new product programs with the establishment of a Bill of Material
Readiness Process to assess new product program readiness in advance of new product reviews and first builds.
Led deployment for North America, India and China.

Developed, rolled out and led training initiatives to support the Process Change Notification System for Cat shop
floor and suppliers in North America, India and China facilities.

Seguin Texas Facility Board Proposal & Operations Plan and Incentive Package Negotiation; Lafayette Indiana and
Peoria Illinois (2008 2009)
Selected to provide leadership to a team in the developing the board proposal and operations plan for a new engine
plant in Seguin TX. Investment ~$200 MM and mature FT employment of ~1,400 people.

Requested to lead launch of Caterpillar's EPA Tier 4 emissions engines, a $500MM development project. Engineering
change and production readiness assignments focused primarily on smooth development and launch of Tier 4.

Led a high-performance team in development of manufacturing process, logistics plans, main equipment vendors
and factory layout. Facility opened on schedule and budget concurrently with launch of new low emissions engines;
started production with no serious quality issues.

Negotiated 30+ incentive contracts with city, county and state government bodies with a lifetime benefit in nine
figures. Efforts required negotiating adaptations reflecting the third party labor model at Seguin, first of its kind for
a large plant at Caterpillar and unique in Texas. Secured change to school tax incentive enabling legislation in Texas
to make incentive viable with a unique 3rd party labor model at Seguin. Cat publically recognized by state incentive
watchdog groups for success meeting commitments with the Seguin plant.

Large Engine Business Development Manager; Lafayette, Indiana (2004 2007)


Promoted to manage large engine product programs and prioritize a ~$100MM annual development budget through the
business cycle for four engine families in two facilities operating with 20 program management staff and ~500 engineers.

Introduced a revised process to assess program readiness for six program gateway reviews. Led a division-wide
update of large engine product strategy. Focused on market and customer needs and a realistic assessment of cost
and timeline of new product ideas, leading to a recommendation to upgrade engine families for improvement in
emissions, power and reliability. Recommendation approved with a defined 5-year plan.

Led an urgent major upgrade of Caterpillars lead large engine, the 3500, resulting in an engine offering attractive to
customers and cost effective. Project doubled initial sales targets and tripled initial estimated financial return.

Large Engine Purchasing and Supplier Development Manager; Lafayette, Indiana (2002 2003)
Selected to manage purchasing, supplier development and supplier quality for ~500 suppliers and $800MM spend. Led
strategies to correct problems with supplier quality causing production holds on more than 50% of engines built.

Slashed impact of quality holds to less than 5% within a year. Re-structured purchasing and quality around three
teams - supplier development, facility quality and commercial purchasing. Established and managed a Supplier
Cost of Poor Quality program. COPQ program aligned Cat and supplier interests by putting part of the cost of a
poor quality event back on the supplier.

Spearheaded the development and installation of the innovative Apexon system to proactively manage supplier
communication for 500+ suppliers and allow automatic notification of PPAP request and shop floor problem.

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765.714.4818 yeo4hh@gmail.com

Leveraged strong quality processes to achieve cost reduction through low cost country sourcing. Resourced ~80
high volume parts, including critical engine parts, for 35%+ cost reduction without quality or delivery disruption.

3600 Engine and Custom Packaging Operations Manager; Lafayette, Indiana (2000 2001)
Maintained assembly, test and paint for the Caterpillar 3600 series engines in addition to custom generator set and
pump packages with approximately 100 technicians and $200MM annual revenue. Managed P&L on custom packaging.
Improved packaging margins ~10% focusing on quotation process and reducing shop hours required for build and
consolidation and reduction in floor space of ~50%. Led first article builds of complex specialized shipboard electric
power packages for the US Navy (one shipset, $8MM).
Large Engine Material Cost Reduction Manager; Lafayette, Indiana (1999 2000)
Provided leadership to a team of ~20 design and project engineers tasked with reducing material cost for large engines
(~ $600MM spend) during a downturn in business conditions. Engaged teams in engineering and purchasing to identify,
track and lead cost reduction projects while the design team executed specific high-risk high benefit engineering driven
cost reduction projects. By year 2, team achieved approximately 6.5% reduction and momentum continued to exceed
goal of 10% in three years.

Earlier Career History


3500 and C210 New Product Program Manager; Lafayette, Indiana
Engine Business Planning and Pricing Supervisor and Pricing Analyst; Geneva, Switzerland
Pricing Analyst; Peoria, Illinois

Education
Masters Business Administration University of Virginia Darden School of Business
Bachelor of Science in Mechanical Engineering Lehigh University
Bachelor of Arts in Economics Lehigh University

Technology Overview
Engineering & MRP Systems, including SAP
Program and Project Management Software
Internal and External Change Management Software
Microsoft Office Suite MSProject Primavera

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