· Senior operations executive and expert in lean manufacturing with extensive international success implementing world class, progressive manufacturing strategies, empowerment based continuous improvement cultures and improving financial results in multi-site, union and non-union plants in the U.S. and Mexico. Deeply accomplished in strengthening competitive advantage by reducing product and process costs, improving quality, on-time delivery performance and shortening lead times. Operations depth is complemented by prior experience in new products marketing, strategic planning, finance, acquisitions and divestitures and plant consolidations.
· Proven change agent and effective leader, successfully transforming a 170 year old traditional manufacturer into a nationally recognized world class enterprise in four years. Superb change agent and leading advocate of high performance work teams, with proven talents for building customer-focused organizations. Goal-oriented, energetic leader who motivates subordinates and works hands-on to promote creative problem solving through consensus. Comfortable operating at strategic and tactical levels, and is recognized for strength in leadership and ability to identify improvement opportunities by applying seasoned analytical, business and lean skills. Known as a solid team player who effectively builds relationships on trust and open and honest communications, leading by example with the highest standards for expectation and performance.
· Nationally recognized results – Awarded the prestigious 2002 Shingo Prize for Excellence in Manufacturing at all U.S. plants concurrently, a unique Prize achievement. Reduced inventories by $12 million (50%+), lowered order-to-delivery lead times from weeks to days, reduced customer complaints from 16ppm to <1ppm, eliminated over $15 million in overhead costs and increased ROCE by 300%. Frequently conduct seminars and plant tours for companies and academics desiring to witness and learn from a successful lean implementation employing high performance work teams.
General/Operations Management International Operations Management
Lean Manufacturing & Administrative Kaizen Acquisitions & Mergers
Team Building & Leadership Strategic Business Planning
Change Management Cost & Productivity Improvement
DYNO NOBEL, INC.
($1.4 billion international manufacturer of commercial explosives, initiation systems and mining services with major facilities throughout North and South America, Australia, Europe and Scandinavia)
Vice President, North American Operations 2003 - Present
Senior Management Team member responsible to lead six manufacturing plants in the U.S. and Mexico, employing ~1,000 personnel and generating $90 million in profit contribution. Implemented Value Stream based organization designs which significantly focused safety, quality, engineering, purchasing and distribution functions, with shared matrix responsibility for HR, finance, customer service, IT and R&D.
Overall Results: Managed the post-merger consolidation of significant manufacturing operations in the U.S. and Mexico, nearly doubling volumes without adding incremental overhead expenses. Rapidly implemented lean manufacturing disciplines at new plants and installed empowered team-based cultures. Significantly improved customer satisfaction and plant safety performance. Brought vision and energy, building a dedicated, customer focused, international team of employees.
JEFFREY J. NELB Page 2
EarningsImprovement · Increased earnings $14 million annually by consolidating two large-scale Nonel® assembly operations into one plant in less than 12 months. Negotiated national contracts for key raw materials, saving $1 million annually.· Implemented load-leveled production scheduling, saving $4 million on overtime expense.
Strategic Positioning · Obtained Board approval to acquire a key product supplier for $10 million, generating $3 million profit contribution, and positioning the company to grow this product line.· Won CEO endorsement for major strategic investments in Mexico, positioning for domestic market growth and U.S. import savings of $5 million annually.
Lean Manufacturing · Changed operations from batch and queue to a lean manufacturing process at three new plants in two years, using lessons learned from prior implementations. Improved Order Fill Rates from 60% to 95%+, while reducing inventory and lead time. Improved scrap and waste costs 15% annually by removing waste factors from BOM’s to increase visibility.
Safety · Reduced Total Recordable Injury Frequency Rate (TRIFR) by 50% to 3.1 and Lost Time Rate to <1. Implemented highly successful plant stand-down and corrective action policy to change safety culture. Introduced behavioral-based safety initiatives.
Empowerment · Implemented high-performance work team structures in both union and non-union facilities. Established dedicated Offices of Continuous Improvement at each plant to manage lean culture changes, resource improvement events and enhance employee learning/development opportunities. Implemented profit-sharing program for all non-managerial employees.
THE ENSIGN-BICKFORD COMPANY
(World’s leading manufacturer of commercial explosives initiation devices. Merged with Dyno Nobel Inc. in 2003)
Commercial Products Director 1997 – 2003
Responsible for manufacturing detonators, detonating cords, bulk high explosives and cast boosters at four U.S. explosives plants utilizing chemical, continuous-run and assembly processes. Managed product from raw material procurement to customer delivery, and over 600 employees in union and non-union environments. Worked effectively with sales & marketing, engineering and product development in a performance oriented matrix organization to satisfy customer demand.
Overall Results: Transitioned from a traditional to a lean manufacturing culture in four years by implementing significant lean manufacturing improvements in organization design, value flow, point-of-use material storage, TQM, TPM and empowerment. Awarded the 2002 Shingo Prize for Excellence in Manufacturing. Designed and implemented an industry-leading order-to-delivery service offering that has established a sustainable competitive advantage.
Lean Manufacturing · Implemented lean manufacturing techniques at four plants, demonstrating world class applications of cellular manufacturing, kanban, mistake-proofing, kaizen, value stream mapping, visual management and empowerment. Reduced inventories 50%, generating over $12 million in free cash flow. Reduced customer quality complaints from 380+ to less than 40.
Marketing · Developed and implemented the PrimadetÒ Elites program, a powerful customer service enhancement reducing customer order to delivery lead time to as little as one day, a significant advantage over competitor’s quotations of four to six weeks.
JEFFREY J. NELB Page 3
Cost Reduction · Established manufactured raw material supply arrangements between U.S. and Mexican plants, generating over $800k annual savings. Amicably closed a union assembly plant, saving $4 million in duplicate overhead and labor expenses annually.
· Improved detonator product margins from 24% to 40%, and booster margins from 18% to 30%, despite declining pricing.
ENSIGN-BICKFORD INDUSTRIES, INC.
Corporate Controller 1993 – 1997
Managed accounting, treasury, corporate finance and risk management functions for this diversified manufacturing and holding company.
M&A · Directly participated in negotiating and closing acquisitions and divestitures valued in excess of $250 million.
Cost Reduction · Restructured risk management and workers’ compensation programs, saving $4 million/year.
Director, Treasury Services & Risk Management 1985 - 1993
($1 billion manufacturer and marketer of premium spirit and wine products)
Manager, New Products Marketing 1982 – 1985
Brand manager responsible for refining and marketing new adult beverage concepts. Developed product positioning, creative themes and winning promotional and sales strategies. Introduced Tropic FreezersÔ brand frozen prepared cocktails, a $10 million franchise brand.
AETNA INSURANCE COMPANY
Manager, Operational Planning 1980 – 1982
Participated in merger discussions and activities resulting in the formation of CIGNA Corporation.
EDUCATION & CREDENTIALS
Master of Business Administration (MBA), THE UNIVERSITY OF MICHIGAN, Ann Arbor, MI 1980
AB – Economics, DARTMOUTH COLLEGE, Hanover, NH 1978
Member, National Shingo Prize Board of Examiners
Member, Northeast & Connecticut Shingo Prize Board of Examiners
Member, Association for Manufacturing Excellence
OSHA Certified Incident Commander