Plant Manager - Hudson Industries - Fort Wayne, IN
(2019-01)
This role manages employee engagement and culture change by being both strategic and providing hands on support to execute the strategic operational plan for the company, directly influencing production activities. Oversee & direct all aspects of Operations to deliver safety, quality, productivity & cost improvements to meet or exceed company targets. Responsible for 90 million dollars in annual sales.
- Developed & implemented Preventative Maintenance program to ensure equipment reliability, performance, & uptime.
- Championed MDI process (Managing daily improvements (daily Gemba walks) to drive safety, quality, delivery, cost, morale, and environment improvements through small group engagement.
- Champion the creation of the Midway Production System, designed to improve operational efficiencies.
Director (Vice President) of Operations - Abrasive Form (Turbine Division) - Chicago, IL
(2018-01 - 2019-12)
This role has multi plant sites responsibilities at aerospace machining and fabrication center that provides complex components for commercial, military, and industrial gas turbine engines (145 million in annual sales).
- Drive organizational Lean Transformation at 2 sites in Chicago area while preparing to facilitate transformation at recent plant acquisition in New Mexico.
- Produce year over year significant continuous improvement programs, which translated into visible P&L savings.
- Support the implementation of operational standards and optimization of manufacturing operations.
- Implemented ERP system (EPICOR)
- Drove strategic programs and Lean Six Sigma activities.
- Develop leaders and build highly engaged teams, driven to meet performance and business objectives for all departments through change management, operational efficiencies, high growth initiatives, and conducting annual or "as needed" performance appraisals.
Plant Manager - Wabash (formerly Wabash National) - West Lafayette, IN
(2017-01 - 2018-12)
This role directs all manufacturing and assembly functions of commercial products produced by a team of 600 plus hourly associates and 210 plus supplier and buyer relationships. Multi-site P&L responsibility for E-Commerce Launch for Global Refrigerated Truck Body Market. Accountable for $95 million in OEM sales and $45 million in aftermarket manufacturing and sales.
- Implement quality metrics to track business needs and lead diverse projects.
- Collaborate with R&D on products in development.
- Partner with the executive leadership team to develop, implement, and execute the strategic plan for the operations and engineering organization to drive productivity, quality and embrace overall profitability.
- Established the Wabash B2B relationship aftermarket network which increased revenue by $8 million in 2014 for E-Commerce Truck Body Global Market through development and execution of strategic plan.
- Develop and manage the operational and engineering financial targets, ensuring that the appropriate measures and actions are implemented to achieve targets.
- Supervise and manage the operational and engineering teams to ensure compliance with the company goals and objectives.
- Review, analyze and implement best practices, leverage technology, and evaluate/enhance the talent pool to build world-class operations that will facilitate exponential growth, performance and create & drive a culture of continuous improvement.
- Produce year on year significant continuous improvement programs which will translate into visible P&L savings.
- Support the implementation of operational standards, optimization of manufacturing operations, an ERP system, and drive strategic programs and Lean Six Sigma activities.
- Develop leaders and build highly engaged teams, driven to meet performance and business objectives for all departments through change management, operational efficiencies, high growth initiatives, and conducting annual or "as needed" performance appraisals.
Plant Manager - Wabash (formerly Wabash National) - West Lafayette, IN
(2012-01 - 2017-12)
This role directs all manufacturing and assembly functions of commercial products produced by a team of 600 hourly associates and 130 plus supplier and buyer relationships. Accountable for $25 million in OEM sales and $35 million aftermarket manufacturing and sales.
- Received Wabash National CEO Award for outstanding KPI Performance & Community Service
- Nominated by the CEO as Global Chairman of Wabash National United Way Committee
- Increased internal and external community contributions by 28% by creating and executing a marketing plan to increase contributions.
- Implement quality metrics to track business needs and lead diverse projects.
- Collaborate with R&D on products in development.
- Rescued an OEM manufacturing operation struggling with declining employee motivation, poor process flow and escalating rework inventory at 34% of work in process.
- Initiated multiple process improvements for work instructions, tooling, and testing—creating a visual factory.
- 53% reduction in work in progress (WIP), beating operating costs for 2 quarters.
- Cost-per-unit decrease of $100 below goal, with instruments now priced at $434 less than 2011.
- Excellent finished-goods inventory with no backorders for 2 consecutive quarters.
- Improved employee knowledge of business operations and streamlined product flow.
- Tapped to lead development of Worldwide Service Strategy and rolled out the new initiative in Australia in February 2013.
- Established standard quality metrics such as value stream mapping (VSM), employee training and technical protocols for service upgrades and bulletins that improved communication and instrument repair services worldwide.
- Clipped turnaround time from 38 to 22 days in 6 months, with a target goal of 2 days by year's end.
- Decreased turnbacks in process by 48% and reduced integration issues by 63%.
- Initiated physical inventory of MRB Material, which included $5.3 million of unused inventory and potential scrap.
- Implemented controls for inventory management, created teams to rework inventory and worked with suppliers to resolve issues.
- Cut MRB to $1.9 million in 6 months with only $200,000 of scrap; reduced new orders on replacement materials by 40%.
- Established compliant controls on inventory supporting Sarbanes-Oxley.
- Created more of a can-do attitude among employees.
- Executed daily tracking procedures for Cost-of-Poor Quality, daily production output and financial tracking for instrument costs.
- Consistent daily production output; below-budget average product cost, optimizing the bottom line; 62% improvement in run rate.
Plant Manufacturing Manager - Prysmian Group (formerly General Cable Corp.) - Indianapolis, IN
(2011-01 - 2012-12)
This role was challenged to turn around a nonperforming operation and effected a successful culture change throughout the division that focused all personnel on product quality and delivery plan execution.
- Supervised a team of 300 in repair operations and held full P&L accountability for budgeting, sales, and asset management.
- Tasked with new product implementation and growing the existing line.
- Built sales from $32 million to $73 million in 2011.
- ROS spiked from 11% to 28% of the business fixed at 15% ROS opportunity with military contracts.
- Cut average turnaround time (TAT) from 76 days to 18 with on-time delivery percentage ending at 98% through rollout of lean concepts and standardized repair processes.
- Customer satisfaction ranked 6.3 out of 7.
- Devised plan that addressed monumental issues with aged material and uncontrolled inventory.
- Worked closely with other businesses to launch the Unit's inventory management system and SAP, as one of the first units to implement system company-wide.
Supply Chain/ Distribution Manager - Prysmian Group (formerly General Cable Corp.) - DuQuoin, IL
(2009-01 - 2011-12)
- Spearheaded strategies that improved processes and delivery performance and reversed losses of $1,000 per unit delivered, saving a $17 million military contract that was in jeopardy.
- Teamed with the Contracts department to amend a military contract, recouping more money for products serviced.
- Led Unit to win recognition as the flagship of all aftermarket businesses in inventory control, as well as achieve the best Sarbanes-Oxley audit in the company in 2010.
Production Superintendent - Visteon Corporation (Enterprise of Ford Motor Company) - Indianapolis, IN
(1999-01 - 2009-12)
This role directs all manufacturing and assembly functions of automotive chassis / powertrain products produced by a team of 1100 plus hourly associates and 12 direct reports in machining, grinding, heat treat, annealing and roll forming operations.
- Brought on board to reduce costs, improve delivery performance, and correct major quality issues.
- Managed $14 million budget.
- Cut hourly production costs by $27 and improved delivery from 53% to 98% by creating a visual factory and established cells in machining areas.
- Investigated and implemented ideas for quality improvement, increased productivity, and cost reduction.
- Championed quality initiatives as plant liaison for 6 customer plants including one in Mexico.
Material Handling Superintendent - Ford Motor Company - Indianapolis, IN
(1998-01 - 1999-12)
- Investigated and implemented ideas for quality improvement, increased productivity, and cost reduction.
- Managed documentation of and training on production procedures and work instructions.
- Maintained and communicated daily productivity and shipment reports for all departments.
- Defined manufacturing performance standards and reviewed the outcome of performance goals to set future targets.
- Directed improvements in safety 12%, product quality 10%, service and cost efficiency 25%
- Utilized Value stream mapping to reduce and justify $10 million project for ERP/SAP upgrades.
- Maintained up-to-date knowledge and information about technology and plant management best practices.
