Description
Career Highlights * Ohio University - 2013 Distinguished Alumni and 2017 Richard Bebee Leadership Award Recipient * Planned and implemented site selection and start-up of five manufacturing plants throughout career as manufacturing executive * Hired into Plant Management and Divisional Manufacturing Management positions as a "Change Agent" to turn around underperforming facilities. Successfully returned ten (10) operations back to profitability through implementation of Profits First Budgeting, Lean Sigma principles and Value Stream management techniques * Development and standardization of Best Practices in Quality performance, waste reduction, efficiencies in movement, materials, manpower assignment and manufacturing methods * Employee involvement in designing better methods ushered in sustainable change in all companies that proved to have the proper buy in for permanent and continuous improvement * Led the complete relocation of the regional branch at Master Halco, expanding site from 63,000 sq.ft. on 9.3 acres to a new 96,000 sq.ft. site on 26 acres, for the largest fence manufacturer in U.S. with 6,500 SKUs - found new building, relocated all inventory, and completed the move over a single weekend - Subsequently recorded the best sales month ever at $1M * Took over the reins of a Steelworkers union plant with over 100 formal grievances, and worked with union to pare grievances down to only 13 * Successfully negotiated three union contracts in succession, two resulting in a major concession in a three-year deal for no or marginal increases of 0%, 1% and 1%, including limits on time accumulated and lower starting pay - delivering real cost savings * Faced with a 9-month backlog, led successful redesign and product expansion for Princeton Delivery Systems, changing from production line to cell manufacturing, closing down Netherlands plant, increasing sales per week by $1.2M, and shortening lead time from 9 months to 3 weeks * Achieved $1.5M in savings in two years at Owens Corning implementing Lean Manufacturing and Six Sigma project improvements generating $910K in savings annually in delivering a more efficient inventory system, plus another $600K saved from scrap reductions Track Record and Reputation for Sustained Revenue and EBITA Growth in Changing Markets with Noted Leadership Achievements In - Business Development Change Management Expense Reduction & Control Financial Performance Inventory System Streamlining Mergers, Acquisitions, Divestitures Rescues & Turnarounds Operational & Administrative Performance Process Engineering & Reengineering Plant Management Production System Reengineering Quality Improvement Scrap & Waste Reduction Start-Ups across many Industries Supply Chain & Logistics Union Negotiations & Relations Leadership Character An action - and results-oriented leader who transforms employee cultures with a future-oriented outlook Hands-on and interactive leader with abiding respect for human capital who passionately motivates and mentors talented professionals and next-generation leaders, aligning people with the corporation mission Improves work cultures and employee attitudes in short order, often to immediate improvement - significantly mitigating grievances and instilling accountability at strongly unionized plants Select Accomplishments * Most recently designed and implemented $2.2M financial rescue program at a $10MM Chicago based electronics manufacturer through business stabilization and market growth strategy * Over the course of the last 3 months, assumed total responsibility as interim general manager to turn around a financially underperforming metal fabrication shop in Buffalo headed toward closure. Generating a $1.6MM swing in financial performance using Lean and Six Sigma methodologies * Maximized per-unit profit margins with process improvements, achieving reductions of 36% in production costs, a 26% leaner workforce, and 27% higher production * Reduced product staging time by 35%, cut staging areas in half, and reduced product damage by 47%, by reengineering both facilities and inventory * Reduced employee turnover 35% by introducing tailored job descriptions, evaluations, task analysis, work instructions and an employee compensation matrix * Named National Logistics Manager of a leading Finland-based provider of cargo solutions to facilitate collaborative, centralized purchasing of non-manufactured product purchases for 39 U.S. locations to attain superior pricing, working with vendor matrix to reduce annual expense of purchases by $3 million out of $27 million, or 11% in annual purchases and contracts in the first seven months * Negotiated multiyear contracts for consolidated corporate purchases of IT and communications technology, more advantageous ocean freight agreements, insurance policies, ground, air and ocean transport * Served as the only American member of a strategic global supply chain excellence initiative to reengineer methods of global purchasing and inventory management using centralized sourcing and standardized SKU's across three business units * Led integration of a newly formed union and negotiated the initial contract as Plant Manager, employing Lean and Six Sigma methods to abate a 9-month backlog, reorganizing the entire plant and settling the union down to where they backed off on salary increases and employees even expressed desire to vote them out * Managed full P&L of a Hiab division of a manufacturing plant, overseeing multiple departments including Production, Purchasing, Engineering, Shipping, Receiving, Quality, Aftermarket Sales, HR, and R&D * Improved productivity 35% with redesign of plant layout using cell manufacturing batch concept and based on Lean and 5S disciplines * Reduced labor input costs to from 2.6% to 1.7% per manufactured forklift by consolidating vendors and negotiating Lean integration into packaging and product supply Key Competencies Board Relations Continuous Improvement Crisis Planning & Management Cross-Training Deal Structuring Executive Decision Support Facilities Reengineering Facility Management Full Profit & Loss Infrastructure Design Investor Relations Lean & 5S Methodologies Negotiations Organizational Restructuring Plant Closure Management Plant Layout Redesign Product Development Project Management Purchasing Quality Assurance Six Sigma Methodologies Strategic Planning Team Building & Mentoring Utility & Service Management Accomplishments * Most recently designed and implemented $2.2M financial rescue program at a $10MM Chicago based electronics manufacturer through business stabilization and market growth strategy * Over the course of the last 3 months, assumed total responsibility as interim general manager to turn around a financially underperforming metal fabrication shop in Buffalo headed toward closure. Generating a $1.6MM swing in financial performance using Lean and Six Sigma methodologies * Maximized per-unit profit margins with process improvements, achieving reductions of 36% in production costs, a 26% leaner workforce, and 27% higher production * Reduced product staging time by 35%, cut staging areas in half, and reduced product damage by 47%, by reengineering both facilities and inventory * Reduced employee turnover 35% by introducing tailored job descriptions, evaluations, task analysis, work instructions and an employee compensation matrix * Named National Logistics Manager of a leading Finland-based provider of cargo solutions to facilitate collaborative, centralized purchasing of non-manufactured product purchases for 39 U.S. locations to attain superior pricing, working with vendor matrix to reduce annual expense of purchases by $3 million out of $27 million, or 11% in annual purchases and contracts in the first seven months * Negotiated multiyear contracts for consolidated corporate purchases of IT and communications technology, more advantageous ocean freight agreements, insurance policies, ground, air and ocean transport * Served as the only American member of a strategic global supply chain excellence initiative to reengineer methods of global purchasing and inventory management using centralized sourcing and standardized SKU's across three business units * Led integration of a newly formed union and negotiated the initial contract as Plant Manager, employing Lean and Six Sigma methods to abate a 9-month backlog, reorganizing the entire plant and settling the union down to where they backed off on salary increases and employees even expressed desire to vote them out * Managed full P&L of a Hiab division of a manufacturing plant, overseeing multiple departments including Production, Purchasing, Engineering, Shipping, Receiving, Quality, Aftermarket Sales, HR, and R&D * Improved productivity 35% with redesign of plant layout using cell manufacturing batch concept and based on Lean and 5S disciplines * Reduced labor input costs to from 2.6% to 1.7% per manufactured forklift by consolidating vendors and negotiating Lean integration into packaging and product supply Key Competencies Board Relations Continuous Improvement Crisis Planning & Management Cross-Training Deal Structuring Executive Decision Support Facilities Reengineering Facility Management Full Profit & Loss Infrastructure Design Investor Relations Lean & 5S Methodologies Negotiations Organizational Restructuring Plant Closure Management Plant Layout Redesign Product Development Project Management Purchasing Quality Assurance Six Sigma Methodologies Strategic Planning Team Building & Mentoring Utility & Service Management
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