Results-driven business leader who specializes in maximizing profitability by converting average performing companies into lean, cash generating, industry leaders
6/01 Present The Boler Co. - Anchor-Harvey Components
Vice President of Operations
Recruited by owners of privately held $1.4B Hendrickson Intl. to turn-around newly purchased $15M aluminum forging component supplier. Company was run down, unprofitable and sales were declining. Ownership's objectives: Make money; Moderate growth; Improve dire UAW labor situation.
I have been the right-hand executive of the President for the last 10 years. A promotion to VP in 2010 added shared P&L, strategic business planning, marketing, IT and quarterly Board of Director presentations. With the above and full control of operations, the business has tripled in size and EBIT has grown 400% (currently 19% of sales). Anchor-Harvey has become "the brand of choice" in a very competitive industry. With a President who is very comfortable and only 7 years my senior, I have decided to expand my leadership with a President or similar top level general management position with another company.
Ë Highly leveraged to debt free Ë Tripling of sales Ë Profit up 400% in last 5 yrs.
Ë Drove 5 yr. strategic plan Ë EBITDA: -5% to 22% Ë Doubled inventory turns
Ë Six-sigma data driven culture Ë Global equipment procurement Ë Cash conversion to 14 days
Ë High variety batch to 1 piece flow Ë Metric driven customer service Ë Led 2 major expansions
Largest accomplishments: Sales tripled and EBIT increased from -7% to +19%. Anchor-Harvey has become "The Brand" within the industry, generating significant increases in market share. All created with an operational excellence strategy utilizing lean, six-sigma, Ford's QOS mgmt. system, and a system-oriented mfg. culture. RFQ pipeline has increased 200%+ in last 5 years with a new lead generating, Google-optimized web site that feeds a results-accountable sales team. Best in class cash flow and profit maximization culture driven by relentless manufacturing cost reduction, lead time reduction of 90% (12 days to less than 1), industry best inventory turns, 35 day DSO, and a 55 day DPO. Resulting sales growth has required the design and development of two business expansions, doubling the business capacity.
In leading the transformation, the UAW went on strike in '03. The plan required a new workforce in days, prior to the union forcing a lockout. A long heated strike ensued with union arrests, bussing of employees, full time security, and an '08 union decertification. The new high performing, multi-disciplined, non-union workforce has turnover below 3% and productivity up 10-20%/yr. since '05. All driven by a top workforce, productivity metrics and a lean transformation (high variety batch mfg. into mechanized one-piece flow).
Unprofitable SKUs were eliminated. The product line was reduced from approximately 180 SKUs in '03 to roughly 150 profitable SKUs in '05. Since then, the business has grown to roughly 220 SKUs. Newer world-class customers include: Honda Automotive, Boeing, GM, Harley-Davidson, Tyco and Honeywell.
Additional Work Experience
Ø 12/99 6/01 The Boler Co. - Hendrickson International
Hendrickson, a Boler Company -$1.4B, is the worlds largest producer of suspension systems for class 58 heavy-duty truck/trailer OEMs. Customers include: Freightliner; Navistar; Volvo; Oshkosh; Caterpillar and more
Spring Division - Chicago, IL
" Managed all operations for $60M business; Direct reports: 13 managers & supv., 2 engrs., 255 union
" Improved EBIT 35% in 2 years with Operational Excellence initiatives and strategic KPIs
" Reengineered manufacturing facility using lean activities including: Kaizen, SMED, and TPM
Ø 4/95 12/99 AlliedSignal Inc. (Currently Honeywell International)
AlliedSignal, $15B Fortune 200. Global Electronic Materials Division, a global $350M strategic business unit, produced copper clad laminates for the printed circuit board industry
Electronic Materials - LaCrosse, WI
Customer Linked Commercialization Leader
" Program leader for new product scale-up; Key stakeholders included: customer, R&D and manufacturing
" Lead manufacturing optimization to enable new product ramp-up
Electronic Materials - Chandler, AZ
" Managed $20M operation; Direct reports: 3 supv., 1 scheduler, 60 union
" Developed and managed annual P&L budget in excess of $1M
" Developed and led annual process and yield improvement plan with annual savings = $600K
" Led Lean Kaizen events developing cellular manufacturing
Electronic Materials - LaCrosse, WI
Corporate Black belt
" Led Kaizen and six-sigma improvement projects at all U.S plants. Single project = $1.4M P&L savings
Ø 12/92 4/95 Scott Worldwide (Now Kimberly Clark)
Scott Worldwide, $5.5B Fortune 200, is the worlds largest producer of tissue paper and toweling.
Scott Paper Co. - Marinette, WI
Corporate Project/Process Engineer
" Project leader for plant improvement projects
" Safety compliance manager for all life critical pressure vessel
" M.S., Engineering Management/MBA - 2006
Rader School of Business, Milwaukee School of Engineering (MSOE)
" B.S., Mechanical Engineering - 1992
University of Wisconsin - Madison
" Six-Sigma Black Belt Certification -1997
Motorola Six-Sigma Consulting Group
Additional Leadership Roles
" Chairman of the Board, Freeport Area Chamber of Commerce, 2011 - present
" Chairman of the Board, YMCA of Northwest Illinois, 2007 - 2010
" Program Co-Chairman - Northern Illinois Development Association, 2014
" Lean Manufacturing and Kaizen Implementation
" Strategic Planning, Value Statement Management and Hoshin planning
" Ford Motor Co. QOS Business Metric System Facilitator