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Click here or scroll down to respond to this candidateCandidate's Name
Parkville, MO Street Address PHONE NUMBER AVAILABLEEMAIL AVAILABLE LINKEDIN LINK AVAILABLECONTINUOUS IMPROVEMENT OPERATIONS LEADERExperienced servant Operations Leader with over 25 years in manufacturing. Well versed in Lean Six Sigma improvements and Plant management experience. I have experience in union and non-union environments, multi-site leadership, international experience, small companies, medium sized companies and large organizations, managing groups up to 150 people. Industries include consumer products, avionics, printing/paper, textiles and plastics.EXPERIENCETC Transcontinental September 2023 - PresentOperations ManagerResponsible for Printing, Laminating Ink Room, Plate room and Pre-Press areasStaff includes 7 supervisors, 1 pre-press specialist and 50 hourly employees.Implementing plan to achieve sustainable 24/7 operation across all equipmentMACRO Industries March 2023 August 2023Plant ManagerResponsible for shipping/receiving, daily production and product quality.Established Tier meetings schedule for production team.Led effort to set up kitting production area.Honeywell FM&T September 2020 March 2023Lead Project ManagerSupported Global Security division by providing Lean expertise and guidance.Facilitated weekly Tier meetings for division.Administered Cost Savings, Risk Management and Continuous Improvement programs.Facilitated and coordinated multiple Management Operations Review monthly meetings.Reviewed and Mentored Green Belt candidates projects.Honeywell Aerospace, Olathe, KS January 2020 September 2020Honeywell Operating System Process LeaderHoneywell Operating System and Lean/Six Sigma leader with a focus on lean deployment, continuous improvement, enabling standard work and process/behaviors at the Honeywell Aerospace facility in Olathe, KS.Led Olathe site, both Repair and Overhaul and OEM divisions, in their deployment of the Honeywell Operating System (Lean).Consulted, trained, and coached site leadership on applying advanced lean tools with organizational development to drive business results (in Safety, Quality, Customer Satisfaction, and Cost)Established SQDIP standard work metrics for Tier 1, 2 and 3 for the site.Led harmonization efforts of Tier Accountability between R&O and OEM organizationsLed re-launch of site wide 5S program.Established standard work for process mapping multiple product flows to enable past due and backlog reductions.Kansas Manufacturing Solutions (KMS), Overland, KS 2015 2020Director of Continuous ImprovementProvided consulting and training services to KMS client companies in Kansas.KMS works with companies in the manufacturing sector to accelerate profitable growth by developing and improving productivity, technologies, processes and people.Reduced machine shop changeover times by 50% at agricultural product manufacturer.Secured a $60k contract to deliver lean training and implementation to an injection molding company.Led four shop floor improvement activities resulting in 20% reduction in change over and set up processes, 15% spoilage reduction and 20% increased uptime.TradeNet Publishing, Inc., Gardner, KS 2014 2015Plant Manager, 2014 2015Direct reports included Production, HR, I/T, Marketing, Customer Service, and Finance managers.Implemented Lean Manufacturing philosophy throughout organization.Decreased administrative payroll by $150k annually by automated order entry process.Improved cycle counting accuracy and raw material availability to 98% from 85%.Increased top line revenue by $100K annually by integrating four supplier affiliates.Completed over 80K unique orders per year, all ink-on-paper promotional products., with 95% OTD.Hallmark Cards, Inc., Kansas City, MO 1997 2013Plant Manager, Hallmark Business Connections, 2006 2013Responsible for managing daily operations for production facilities in Duluth and Minneapolis, MN and Kansas City procurement group consisting of 150 people. Developed and led change process for improving order fulfillment throughput and shipping, implementing floor lay-out changes, order picking improvements, order preflight procedures and capacity planning, resulting in order accuracy improving to 99.5% from 50% and on-time deliveryto 99.8% from75%. Initiated and led significant warehouse changes including product groupings, signage, lighting, receiving process, staging areas and employee training, eliminating loss of raw materials and improving cycle counting accuracy to 99.5% from 25%. Led the team building efforts for management team, hiring outside executive coach, reviewing organizational goals, identifying root causes of client exposures, and creating and implementing preventive action plans, improving team trust and reducing client issues 80% Analyzed sources of non-product cost of goods overspending and implemented LEAN manufacturing practices, reducing COGS by 20% and non-product expenses by 15%. Led the implementation of a formalized and communicated preventative maintenance program for all direct and indirect production equipment, resulting in improved equipment uptime to 95% from 77%. Implemented plant-wide 5S system of housekeeping, improving orderliness and developing clear lines of flow in production areas, becoming a showcase production center and reducing safety issues over 50%. Researched and evaluated various options for underutilized facility, including repurposing, exiting costs, consolidation, and community impact, finally deciding to close facility and consolidate operations, saving $250,000 per year with no impact on serviceability.EDUCATIONBachelor of Science, Industrial EngineeringNew York Institute of Tech., Old Westbury, NYCERTIFICATIONSLean Six Sigma Black Belt Certification Johnson County Community College, Overland Park, KSLean Manufacturing Training Kaizen Institute of America |
