Mary MURPHY MSc

• Managed multiple projects with competing deadlines in a fast-paced environment.
• Lead weekly status meetings with stakeholders to review progress and address issues.
• Conducted risk assessments to identify potential risks and develop mitigation strategies.
• Created detailed reports outlining progress and performance metrics of each project.
• Advised senior management on decisions related to technical aspects of projects.

• Internal Project identification and management.
• Define projects scope, objectives and deliverables.
• Document As-Is processes and identify pain points and key area's for improvement.
• Review To-Be process with cross functional stakeholders.
• Communicate updated process to the all staff.

Empowered staff members to contribute to continuous improvement,
quality and growth of the company.
Communicated Metrics for all departments in Regeneron and
identified areas for improvement.
Monitored and evaluated teams, identifying and targeting
opportunities for improvement.
Implemented effective customer service procedures to encourage
positive feedback.

Project Manage 20+ projects working with our customers to install
digital traceability solutions and vision systems on existing and new
production lines across some of the world's top companies.
Facilitated communication and collaboration across departments.
Managing all aspects of projects from kick-off to closing working with
our customers and cross-functional teams.

Generated and implemented project plans to strategically achieve
targets within the Fulfilment & Logistics departments.
Collaborated with all carriers in assessing achievements against specifications, developing solutions, and implementing improvement
processes as necessary.
Implemented KPIs for the logistics cell, achieving new carrier onboarding
timeframe reduction from 6-9 months to 6 weeks.

Project managed multiple projects for multiple departments during
this time including the Marketing Programs Channel & Marketing
Enablement, CSMB (Customer, Small, Medium Business), Quality
Departments.
Engaged & Managed Stakeholder Expectations across multiple
business functions in Dell to successfully deliver projects with multiple
interlocks
Identify Best Practices and • implement them globally
Managed the site for the Global ISO Certification Initiative,
Consolidation of multiple, independent site certifications into a single,
global, corporate certification for the company.

Develop the training methodology to be incorporated into the training
solution for implementation in the new plant in Lodz, Poland. Work
with numerous contractors to evaluate the best solution based on
requirements

Identify the structure of the training organization, hire the training
organization, and developed the training plan for operations.
Work with IT on the development and implementation of a training
tools solution installed in all production cells on the new
manufacturing lines.
Developed the employee induction programme to be rolled out to all
new Dell employees in Lodz, Poland.

Managed 70+ direct reports on the production line for 3 years.
Training Manager over 2 shifts for 3 years
Increased team productivity through effective staff planning,
coordination, and task delegation.
Identified operational problems and proposed solutions to
management, improving service efficiency.
Guided and coached staff to achieve individual growth and sales
production targets.

Began work with Kostal in operations as an operator and within 6
months moved to a team lead role. Following on one year later moved
to a supervisor's role for the remaining time with the company. Initially
managing one department with approximately 25 headcounts then promoted
to managing 2 departments with approximately 60 headcounts
comprised of Production Associates and aTechnical team.