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Click here or scroll down to respond to this candidateCandidate's Name
Wooster, Ohio PHONE NUMBER AVAILABLE EMAIL AVAILABLE LINKEDIN LINK AVAILABLESUMMARYA results-driven, enterprising, and change-oriented advanced manufacturing director, with in-depth experience in process improvement, project management, strategic planning, policies and procedures, compliance and regulations, training and mentoring, forecasting, problem-solving, and P&L. Maximizes efficiencies to ensure safe and high-quality processes, and top-tier business acumen. Cultivates dedicated and collaborative teams that deliver results and increase profitability. An adaptable leader, who empowers an organization to enhance business growth and achieve and exceed objectives and expectations.CORE COMPETENCIESProject Management Union Experience and Negotiations Daily Management and GEMBA Lean and Continuous Improvement Principles and Implementation Annual Operating Plan (AOP)/Budgeting and Formulation Safety Programs (Behavioral-Based) Problem-Solving (PDCA, A3, 8D)KEY ACCOMPLISHMENTSDrive Results: Known for setting clear expectations, instilling structure, processes, and targets for self, as well as direct and indirect teams, to obtain consensus. Established scalability for production as sales climbed from $28M to $85M. Negotiated eight CBAs (three-year deals) with both IAM and GMP. Led CAPEX projects worth over $3.5M.Strategic Thinking: Partnered with materials and purchasing to reduce inventory by $10M. Moved product line (DOT and commercial lighting) from Columbus Division to third-party contractor, resulting in savings of $350K. Reduced subcontracting costs by $200K by utilizing family of parts across new DMG, MORI, and NTX hybrid machine centers.Change Management: Led implementation of Lean and continuous projects and cellular manufacturing, resulting in savings of $1M. Implemented auto-unloaders on Mori Seiki CNC lathe work centers, resulting in $120K in savings. Automated largest volume product line, resulting in savings of $255K. Oversaw machine shop strategy and improvements, resulting in savings of $750K.Empower Others: A proven track record of attracting, building, and retaining empowered, productive, and proactive teams with high levels of job satisfaction and commitment to business. Introduced and implemented Safety, Quality, Delivery, Cost (SQDC) KPIs.EXPERIENCEIDEX FIRE & SAFETY (AKRON BRASS COMPANY), Wooster, Ohio 1997-2022Director of Advanced Manufacturing, July 2021 - October 2022 Director of Operations, January 2001 - June 2021Launched career with Akron Brass Company as General Foreman. The organization was later acquired by IDEX. Recognized for exemplary performance, based on team leadership and process improvement initiatives. Earned multiple promotions, providing the opportunity to gain a wealth of experience in every aspect of plant operations, weathering numerous business changes characterized by expansion, mergers and acquisitions, leadership changes, and business transformations.As Director of Advanced Manufacturing:Facilitated productivity initiatives across two business units to achieve savings of $1.4M.Drove CAPEX expenditure and implementations, including $2.4M for purchase of four new DMG and MORI mill-turn machining centers.Played key role in GEMBA walk and daily management.Functioned as member of Sales, Inventory, Operations, Planning (SIOP) cross-functional team.Supervised four direct reports: maintenance and reliability manager, continuous improvement manager, foundry manager, and senior industrial engineering manager.Led Lean and continuous improvement efforts (development, costing, savings, implementation, and sustainability).Oversaw introduction and implementation of automation, additive manufacturing, and cellular manufacturing at two manufacturing sites.Developed machine shop strategy, utilizing 80/20 principles (families of parts, rationalizing work centers for maximum efficiency, dedicated tooling within machine).Implemented preventive maintenance program with introduction of MaintainX software.Directed scrap reduction at Foundry operations by reworking tooling, patterns, and core boxes, or justifying business case to purchase new.Partnered with EHS representative to reduce TCIR and LWCIR through behavior-based safety program (STOP) and weekly review of safety action register.Served as lead company negotiator for CBAs with IAM and USW and GMP unions.Managed P&L and budgeting responsibilities for foundry, maintenance, and facilities.Supervised corporate Environmental, Social, Governance (ESG) initiatives for Wooster, Ohio, site.Championed special projects for Wooster, Ohio, site and Weldon Technologies in Columbus, Ohio, from development of charter through completion.As Director of Operations:Supervised multi-site operations in U.S. and Canada.Led daily operations across multiple functions, including assembly, testing (flow, hydrostatic, electrical, and program), paint, machining, foundry, industrial engineering, manufacturing engineering, warehouse, shipping and receiving, continuous improvement, and maintenance and reliability.Directed seven direct reports: site manager (Canada), operations manager, manufacturing engineering manager, maintenance and reliability manager, foundry manager, manufacturing analyst and continuous improvement manager, and senior industrial engineering and government contract manager.Led indirect responsibility for ten salaried personnel and 170 hourly union employees.Achieved Annual Operating Plan (AOP) targets for sales (shipments), productivity, On-Time Delivery (OTD), Cost of Poor Quality (COPQ), and productivity project and continuous improvements.Oversaw P&L for gross profit and gross margin and budgeting responsibility for operational functions.Served as lead company negotiator for CBAs with IAM and USW and GMP union.Drove Lean and continuous improvements (analyze, define, cost justification, implement, and sustain).Developed CAPEX plan to include business case, costing, timelines, and savings. Managed hiring and termination.Established as co-chair of safety council, with responsibility for implementation of behavioral-based (Five-Star Program) safety culture to reduce TCIR and LWCIR.Fostered culture of open communication and ownership from managers to hourly employees.Implemented GEMBA walk and daily management.PRIOR CHRONOLOGY WITH IDEX FIRE & SAFETYIDEX FIRE & SAFETY (AKRON BRASS COMPANY), Wooster, Ohio, PLT.2 Director, January 2000 - December 2000. Led operational functions at plant two, including assembly, warehousing, shipping and receiving, buffing, testing, painting, and product repair departments. Supervised six direct reports (warehouse supervisor and product repair, shipping and buffing supervisor, maintenance supervisor, assembly supervisor, and two off-shift supervisors). Oversaw indirect management of 100 union employees. Managed budget responsibilities for plant 2 operations and hiring and termination. Served as safety council member. Recognized as member and participant of company negotiating team (CBA) with unions (IAM, USW, and GMP). Directed schedule attainment to meet customer needs.IDEX FIRE & SAFETY (AKRON BRASS COMPANY), Wooster, Ohio, General Foreman, May 1997 - December 1999. Directed assembly, testing, paint, and product repair departments. Drove floor actions to achieve Earned Man-Hours (EMH) targets. Served as member of company negotiating team (CBA). Supervised 40 hourly union employees.EDUCATIONCHANCELLOR UNIVERSITY, Cleveland, OhioB.S., Business Management, Minor in Labor RelationsTECHNICAL SKILLSMicrosoft Office Suite, ISO 9001/CCC/CCE/FM/Atec Quality Systems |
