SUMMARY:

Dynamic, focused, and peak performance leader and operations management executive offering 20 - plus years of expertise in the implementation and practice of the Toyota Production System (TPS) and other lean disciplines. Recognized and highly respected strategist in systems of continuous improvement as applied to sales and marketing, manufacturing, product development, and supply chain management, and possessing a proven ability to overcome a process resistant culture. Assertive and energetic team-builder and change agent who is not afraid to make the difficult decisions required to achieve bottom-line results.

CORE COMPETENCIES:

• Leadership & Mentoring Standard Work and System for Managing TQM Six Sigma TPM Lean
• Kaizen Shainin Quality Operating Systems SPC ISO 9001-2000 Team-Building & Development
• Process & Systems Organization Sales & Marketing Manufacturing Business Development
• Continuous Improvement Strategies 6 sigma Black Belt

PROFESSIONAL EXPERIENCE:

Confidential, Ohio

Vice President of Operations

Responsibilities:

• Trained new plant managers in the 7 habits of highly effective people and VOPEX
• Trained plant staff in 7 habits and VOPEX
• Developed standard work for Plant Managers, value stream managers, and supervisors
• Integrating and cascading standard work to create the system for managing for the new plants
• Integrated SIOP, line loading, and capacity and capital planning into the VOPEX process

Vice President of Manufacturing

Confidential

Responsibilities:

• Reduced OSHA recordables by 10% by developing and implementing a Safety Management System and the associated standard work
• Reduce COPQ by 20% or 15MUSD annually by developing and implementing a Quality Management System which exposes opportunities to apply process controls, standard work, and Red-x/ Convergent diagnostics tools.
• Improved OEE by 25% by reducing downtime and improving yield.
• Developed a standard operating system and the associated standard work for all fabrication and JIT locations.
• Developed a robust capital plan that responds quickly to market changes and mix of customer requirements

Site Manager

Confidential, Ohio

Responsibilities:

• Slashed OSHA recordables by 50% by implementing standard work for housekeeping and OSHA report-outs at the daily production control center(PCC)
• Implemented strategy deployment to cascade plant objects to managers, supervisors, and floor associates.
• Implemented Production Control Center (PCC) with “red/green” boards to drive plant performance by shift by line.
• Improved line performance by 40% and reduced waste by 50%.
• Improved OEE by 30%
• Reduced “hold glass” by 90% by driving process failure modes and OEE.

Confidential, Rogersville, Tennessee

Plant Manager

Responsibilities:

• Slashed OSHA recordables by 30% by implementing standard work for housekeeping and behavioral based safety process.
• Improved on- time performance by 50% from reducing waste and improving OEE.
• Reduced valve scrap by 75% with implementing SPC and several convergent diagnostics projects.
• Implemented strategy deployment to cascade plant objects to managers, supervisors, and floor associates
• Implemented “red/green” boards so all direct operators manage individual performance
• Implemented a “selectivity” buffer and scheduled release for heavy truck gear assembly to improve output by 300%

Confidential, Fayetteville, NC

Plant Operations Manager/Production Manager

Responsibilities:

• Increased plant output from 31,000 tires daily to 35,000 tires daily while improving total finished tire inventory health from implementing a pull system in the component preparation area and tire buffer area.
• Launched operating system focusing on continuous improvement in safety, quality, and cost
• Implemented strategy deployment to cascade plant objects to managers, supervisors, and floor associates
• Implemented “red/green” boards so all direct operators manage individual performance.
• Implemented pull processes and material replenishment processes to reduce internal losses by 65% while reducing work in process.
• Cut tire cost by 10% with the implementation of OEE improvement projects and increased output.
• Improved customer ticket compliance by 35% with the implementation of a pull system in component prep and OEE projects in final assembly
• Slashed OSHA recordables by 65% with the implementation of standard work and error-proofing.

Plant Operations Manager / Production Manager

Confidential, Tennessee

Responsibilities:

• Slashed OSHA recordables by 50% by implementing 4D/8D database for improvement tracking.
• Decreased breakdown maintenance by 75% by implementing HMIs with machine intelligence.
• Lowered assembly stock losses by 75% with the implementation of component prep pull process and improvement in OEE.
• Reduced balance uniformity waste by 60% with the implementation of active closed-loop processes.
• Developed and implemented a closed-loop extruding process to reduce waste by 50%.

Operations Manager

Confidential

Responsibilities:

• Cut OSHA recordables by 50%.
• Reduced waste generation by 50%.
• Improved breakdown maintenance by 75%.
• Lowered tire cost by more than 10%.Tapered WIP inventory by 80% with the implementation of supervisor control and data acquisition (SCADA) systems

Confidential, Shady Grove, Pennsylvania

Plant Manager

Responsibilities:

• Developed Quality Operating System (QOS) yielding 66% improvement in output rate.
• Reduced direct labor by 20% with the implementation of single piece flow.
• Improved internal quality by 40% with the implementation of end of line testing.
• Reduced warranty by 35%.

Confidential, Gettysburg, Pennsylvania

Vice-President of New Installation Operations

Responsibilities:

• Boosted market share by 20% from expanding product coverage within the existing process footprint.
• Raised customer satisfaction by 20% from improving on time delivery by 50% and improving reliability.
• Improved product reliability by 25% with the implementation of 200 convergent diagnostics projects.
• Propelled Schindler from 4th to 1st place in installation satisfaction and product reliability.
• Achieved ISO 9001:2000 certification standards in all areas of manufacturing, the only elevator company to do so.
• Improved profitability from -13% net margin to breakeven in 2003 and gross margin from 4% to 14%.
• Rationalized the 6 manufacturing locations to 2 from global sourcing of components.

General Manager/Plant Manager

Confidential

Responsibilities:

• Improved output by 80% with the same direct labor by implementing single piece flow and completing over 200 8Ds
• Implemented over 300 cost reductions from RFQ process, make/buy decisions, application engineering modifications.
• Improved on-time performance from 70% to 99% with implementation of standard work and redefining lead time and delivery process.
• Integrated application engineering and SAP through the use of variant configuration.
• Developed a weekly assembly audit process for completed cabs to validate configuration rules and application engineering modifications.