Internationally seasoned business leader, with reputation for driving bottom-line improvement through process reengineering, cost control, and team building. Proven ability to achieve profits in manufacturing as key change master for six self-sustaining operations, including specialty and emergency vehicles, chassis, and military vehicles. Recognized for leading best-in-class launch teams in fast-paced automotive environments. Exceptional communicator, negotiator, and active listener, skilled in uncovering customer need to deliver results that exceed expectations. Technologically savvy, known for promoting cutting-edge innovations to advance corporate communications and productivity.
Areas of expertise and professional strength include:
•Lean Manufacturing •Profit & Loss Management •Strategic Planning
•Acquisitions •Turnarounds •Start-Ups
•Product Launch •Budget Control & Planning
•Training & Development
• Process Design/Engineering
•Supply Chain Management
•Sales and Marketing •Improved Communications •Dealer Satisfaction
Extensive multi-site leadership experience in manufacturing and assembly operations with full P&L responsibility. Recognized as best in class leading launch management teams. Improved productivity and safety, and secured cost savings by implementing lean principles and achieving operational excellence. Technologically savvy and known for promoting cutting-edge innovations to advance corporate communications and productivity.
WCM Leader over entire company leading 11 pillars
Reduced recordable injuries to 0 within 4 months. (Annualized rate was 40.)
Turned a $4 million loss into a $700,000 gain in operating income in nine months.
Catapulted EBIT from negative $15 million to positive $1 million within 18 months.
Increased on time delivery from 74% to 98% within six months.
Slashed SG&A expense in excess of $1 million within one year.
Developed multi-plant, systematic problem solving environments using 8D.
Improved off-line complete in RV and emergency vehicle plants by 30-45%.
AP Exhaust Technologies, Goldsboro, NC 2014 to
AP Exhaust Technologies manufactures a complete line of automotive, light truck, and heavy-duty exhaust, and emissions products.
Director of Continuous Improvement
Recruited to initiate Lean Manufacturing to improve manufacturing productivity and provide visibility to the organization in 5S, OEE, Safety, scrap reductions and creating dash boards for all manufacturing areas. Achieved awareness to manufacturing cells to key performance indicators (KPI) and how to manage to the data. Report directly to the Vice President in charge or three plants.
Developed and implemented a dash board system, excel based driving 33 different dash boards into a summary dash board to be used in daily production meeting. Impact: achieved better organization in the daily production meetings and placed priorities on what areas needed the highest improvements.
Improved productivity in two of the major departments; one by 43% the second by 39% driving improvement in up time and scrap reductions.
Realized make Vs Buy reductions by $239,000 dollars due to the productivity improvements.
Reason for leaving: Position was eliminated after company was bought out by private equity firm.
Magneti Marelli , Sanford, NC 2013 to 2014
A $120 million division, belonging to the power train group doing $6.0 billion annually. OEM supplier of throttle bodies and intake manifolds for automotive and non-automotive customers. World-Class Manufacturing (WCM) supplying the best in class designed and manufactured parts to Chrysler, Fiat, Ferrari, VW, Polaris, Harley Davidson and Mercury Marine.
Plant Manager /Director of Operations NAFTA
Recruited to continue the conversion of the company from an aftermarket supplier to a OEM World Class supplier of automotive and non-automotive customers. Also charged with adding an additional plant in Mexico to support Chrysler newly acquired business. Reported directly to the President / CEO of NAFTA with 8 direct and 350 indirect reports.
Restructured manufacturing using the WCM guidelines and involving managing 11 pillar managers through growth in all areas throughout the organization.
Continued new product introductions, increased OEE for all assembly, plastic injection molding, aluminum die casting and machining equipment areas.
Aggressively implemented manufacturing excellence while providing vision to production planning launching, SAP system.
Enhanced plant safety programs with a focus on both Safety and Environmental. Impact: Achieved continuance of safety record to 2005 days without a loss time accident and reduced recordable by 25%, all while improving productivity and reducing cost.
Improved the WCM score by 35% Impact: improved standing within the company as compared to other divisions. Also improved the companys image with associates and OEM customers for future business
Slashed direct labor productivity to an all-time low of 5.9% of monthly revenue. Impact: ability to obtain more business at better profit margin
Launched simultaneous programs one in USA and one in Mexico.
Reason for leaving: Recruited by AP Exhaust to manage their Lean program and prepare for IPO.
Fisher Barton Specialty Division, Watertown, WI 2011 to 2013
A $50 million, privately owned, premier supplier of world-class performance-enhanced components, including heat-treated stampings, weldments, and coated knives and blades used in agriculture, construction, mining, and biofuels. Serves OEM manufacturers throughout the world including John Deere and Caterpillar.
Director of Operations
Recruited specifically to restructure manufacturing, including implementing manufacturing excellence, providing vision to the produced dollars per month forecast, achieving the forecast using A3 format, implementing a new product introduction program, introducing cellular technology, and improving on time delivery (OTD). Reported directly to the President with 9 direct and 200 indirect reports.
Improved plant safety with focused team efforts from senior management down. Impact: eliminated recordable incidents from a monthly rate of four to zero within four months.
Implemented and utilized overall equipment effectiveness (OEE). Impact: rocketed on time delivery from 74% to 98% within 6 months and improved productivity in major areas of manufacturing by as much as 30%.
Obtained ISO9001:2008 Certification within the first year.
Identified and managed KPIs monthly. Impact: Met or beat manufacturing variance for 20 straight months.
Launched a 5s program that organized cells. Impact: developed high mix, low volume cell that improved net income from -12% to +32%.
Achieved partner status quality award from John Deere for the first time in company history.
Reason for Leaving: Position was eliminated once a successful spilt of the company was realized.
Adams Thermal Systems, Sioux Falls, SD 2009 to 2011
A $60 million, independently owned, world-class manufacturer of heat exchangers and engine cooling systems for off- and on-highway vehicles including agricultural and construction equipment, military and on-highway trucks, diesel engines, and other automotive applications.
Director of Operations
Reported directly to the CEO/President with 8 direct and 250 indirect reports. The position, which replaced the past President, was created with an intended initial focus on manufacturing launches and subsequent upgrading to Chief Operations Officer. In addition, reorganized the operations group, developed improvement plans, and completed a review of all manufacturing systems.
Improved safety awareness. Impact: reduced recordable incidents by 15%.
Implemented lean manufacturing initiatives and directed operations through key performance indicators, OEE, and problem solving methodology. Impact: improved on time delivery (OTD) by 9% across all customers.
Energized the 5s program. Impact: achieved a more robust system to bring cells to a sustainable level
Utilized cellular technology to create flow through lines to improve throughput. Impact: increased productivity by 12%
Reason for Leaving: Recruited by Fisher Barton to lead the restructuring of the Watertown manufacturing operation.
Amazon.Com, Phoenix, AZ 2008 to 2009
A $15 billion online retailer of books, movies, music, and games along with electronics, and household items.
Transitional Leader (Recruited to establish and lead a new facility.)
The project was subsequently aborted due to worsening economic conditions in 2009.
Spartan Motors, MI and SC 2002 to 2008
A $650 million manufacturer of heavy-duty custom vehicles with five wholly owned operating subsidiaries.
President, Road Rescue 2005 to 2008
Reported directly to the CEO of Spartan Inc with 6 direct and 130 indirect reports. Recruited specifically to turnaround a facility that failed following relocation from Minnesota to South Carolina two years prior.
Introduced lean initiatives including 5s, business operating system, value stream mapping, line balancing, and Kaizen events. Impact: improved EBIT from negative $15 million to a positive $1 million in 18 months.
Implemented lean manufacturing techniques such as value stream mapping, Kaizen, ERP, KAN BAN, TQM, QOS, 5S, and 8D. Impact: increased efficiencies by 25%.
Launched revolutionary automotive-style ambulance door. Impact: Enhanced the company's reputation as an industry innovator that resulted in several complimentary articles in fire and rescue industry press.
Energized dealerships and strengthened relationships. Impact: retained complete dealer base.
Upon arrival some orders were two years past due. Impact: all orders were current within one year without losing any customers.
Vice President, Operations - Spartan Chassis 2002 to 2005
Reported directly to the President with 6 direct and 450 indirect reports in a four-plant, multi-product environment, primarily engaged in assembly and wiring operations. Launched Kaizen activities and developed a business operating system and key performance indicators. Also implemented proven problem-solving techniques and 8D throughout the organization.
Improved offline complete. Impact: Increased RV production by 30% and emergency vehicle production by 45%.
Launched first military vehicles (MRAP). Impact: introduced a successful new line without adding manufacturing floor space.
Promoted contact between end user and manufacturing associates. Impact: increased end user satisfaction and shop floor morale.
Improved operations by implementing line balancing and line flow analysis. Impact: increased fire truck production by 21%, reduced motor home plant lines from five to two, and increased output by 50%.
Relevant Experience Prior to 2002
VP of Operations
Ran 7 plants including Mexico, Launched a BOS system and implemented Lean.
Tenneco Automotive, Mexico & USA
A $6 billion, tier one automotive OEM and aftermarket manufacturer of exhaust and ride control products
Director of Mexican Operations
Ran 4 plants all with stand alone P&Ls
Oversaw the budget and a $12 million payroll for 1,200 employees in four plants.
Aggressively implemented overall equipment effectiveness (OEE). Impact: turned a negative $4 million to a positive $700,000 of operating income in nine months while reducing SG&A by $1 million.
Integrated two exhaust plants (one current and one newly acquired) into one operating system.
Bachelor of Science, Industrial Technology, University of Wisconsin
Three years of Lean Manufacturing instruction under the direction of the leading quality expert,
Val Fiegenbaum. Implementation of Fiegenbaums TQC System at Tenneco Automotive.
Ambassador of Business Award, 2006, presented by the Governor of South Carolina
for contribution to states economic growth