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Click here or scroll down to respond to this candidate| |VP OF MANUFACTURING || |OPERATIONS/MANUFACTURING LEADERSHIP | CHANGE AGENT | CONTINUOUS IMPROVEMENT || |Innovative Manufacturing/Operations business leader with proven success in || |implementing lean manufacturing, improving delivery performance, driving cost || |reduction, and elimination of waste in all processes. Significant experience in || |Aerospace, Automotive, and Consumer Goods Industries. Dynamic leader utilizing || |strong background in development, implementation & management of manufacturing and|| |supply chain through the use of meaningful metrics. Strong background in || |Manufacturing & Assembly, Supplier Management, Contract Negotiations and || |Operational Logistics, on and off-shore. Experienced working in environments || |regulated by AS9100, QS9000, ISO9001, ISO14001, ISO13485, and TS16949. || | || |AREAS OF EXPERTISE || |Supply Chain Management | ERP Systems | Lean Manufacturing Practices | Multi-Site || |Management || |Continuous Improvement | E-Commerce | P&L Responsibility $260MM | Inventory || |Accuracy | Value-Stream Mapping | Enterprise Resource Planning | Contract || |manufacturing | C-Suite Contract Negotiations Process Improvement| Quality || |Control/Assurance | ISO Certified Organizations | Repositioning/Transitioning | || |Project Management | Program Management || | || |ENTERPRISE RESOURCE PLANNING SYSTEM EXPERIENCE || |SAP | Epicor 10 | JD Edwards | Microsoft Dynamics 365 | InfoFlow | AS400/MS400/ || |SIM400 | Fourth Shift | || || Oracle | OnRamp | MaPics | ManMan | GSS | JobBoss || | || |PROFESSIONAL EXPERIENCE || | || |ENTEGRIS INC - Site Production Director (Hillsboro, Oregon) || |2021-2023 || |Led a site of 300 associates in the manufacture of Chemical Mechanical || |Planarization Pads supporting the semiconductor industry. R&D and NPI through High|| |Volume Manufacturing (15,000 pcs/month). Leading multiple functions including || |Maintenance, Quality, Logistics, Supply Chain, Engineering and Operations || |including within a clear room environment. || |Eliminated past due orders through the application of lean and CI techniques. || |Drastically reduced WIP throughout the shop and improved velocity by 60% || |Implemented a Tiering program to provide a growth path for the associates and || |improve skill level and flexibility of the workforce || |Transitioned the ERP system from Oracle to SAP with minimal disruption || |Created a Lean and CI group while reducing headcount and exceeded the annual || |target of $500K savings in 4 months || | || |KBDickson LLC - Management Consultant/Contractor - Principal (Owner) (Warren, || |Ohio) 2018-2021 || |Provided Management consulting services in Lean Manufacturing, Supply Chain || |Management and Continuous Improvement processes. || |Developed, implemented and transitioned an acquired Aerospace power solutions || |business into a SAFRAN facility in Twinsburg Ohio, with significant supply chain || |focus || |Led multiple Supply Chain projects for NMG Aerospace to rationalize and || |re-position 27 machining suppliers and 100+ P/N's. This process resulted in a || |streamlined Supply Chain with improved quality, delivery and cost || |In support of multiple Parker Hannifin sites, facilitated the procurement of || |critical parts through an underperforming supplier to ensure zero-line stoppages || |at General Electric (LEAP engine, F35, Etc.) || |Provided Value Stream Mapping classes and events for problematic processes in a || |multitude of environments resulting in streamlined operations and the reduction of|| |waste, cost and time || | || |THINGS REMEMBERED - Associate Vice President of Distribution & Fulfillment || |(Warren, Ohio) 2016-2018 || |Managed a 200,000 sq. ft. distribution center & led a $60MM E-Commerce fulfillment|| |center for a personalized retail gift market. || |Championed turnaround of $60MM underperforming fulfillment center (direct to || |customer) in Safety, Quality, Delivery and Cost || |Led Distribution Center product replenishment of 500+ stores in North America with|| |weekly shipments of 8000 SKU's || |Generated comprehensive KPI (Key Performance Indicators) reporting for C-Suite and|| |key stakeholders || |Mentored managers through the cycle count improvement process which resulted in || |improvements from 40% to 98%+ Inventory Record Accuracy in both the Fulfillment || |and Distribution Center inventories || |Created and implemented a "Box on Demand" process which resulted in a $2.1+ MM || |annual freight savings || |Improved shop floor velocity and OEC (Order Entry to Complete) from 44 hours down || |to 8.5 average hours while eliminating past due orders || |Led a COPQ (Cost of Poor Quality) improvement from 2.43 % to 1.74% ($600K) and || |reduced external quality events (touching customers) by 50% in one year || | || |JEYES, INC. - Vice President of Operations & Supply Chain (Columbus, Ohio) || |2014-2016 || |Led $100MM operation turnaround mission in the retail home fragrance filling || |space. High volume 100 million units annually of one product line and 25 million || |of another. || |Grew, coached Operations/Supply Chain Team. Improved OTD from 64% to 100% || |resulting in a "green" customer scorecard for the first time in the Company's || |history || |Executed 5.1MM Capital Plan which doubled capacity and created the High-Speed Line|| |"HSL" filling 300 BPM and improving OEE from 58% to over 80% while driving out || |significant waste and quality issues || |Improved EBITDA from $2.84MM to $7.68MM from 2014 to 2015 on declining sales $93MM|| |to $90MM || | || |MANCOR INDUSTRIES - Vice President & General Manager (Dayton, Ohio) || |2013-2014 || |Complete P&L responsibility of three facilities comprising $50MM sales of metal || |fabrication products serving the heavy truck and crane industries. || |Led the improvement of on time delivery to company history highs of 98% || |Successfully implemented a New Product Introduction process (NPI) to quote and || |land $22MM in fabricated components (annually) capturing the Manitowoc Crane || |business || | || |PRAIRIE TECHNICAL ENTERPRISES LLC - Owner, Independent Consulting Firm (Oklahoma || |City, Oklahoma) 2008-2012 || |Specializing in continuous | process improvement, lean manufacturing and || |management coaching. || |Executed Vertis Communications "five into three" facility consolidation. || |Transition completed on time and under budget, resulting in $1.3MM savings || |Introduced a "fourth shift" MRP process for Micro-Power Electronics to drive || |material and schedule shop floor || |Implemented "day by the hour performance boards" resulting in significant schedule|| |performance improvement || |Eliminated past due orders and improved OTD from 62 to 97%, for Micro-Power || |Electronics Rechargeable Military and Medical Battery Packs || | || |AFTERMARKET TECHNOLOGY CORP (ATC) (Oklahoma City, Oklahoma) || |2001-2008 || |V.P. North American Remanufacturing Ops, 2004-2008 || |Complete P&L responsibility for a $240MM annual revenue automotive remanufacturing|| |business segment. Nine facilities in 4 states with 3000 employees serving Ford, || |GM, Daimler Chrysler, Honda, Nissan, Allison. || |Increased EBITDA from $11MM to $28MM through Lean and Continuous Improvement || |processes and material salvage, administered $30MM Annual Capital Plan || |Planned and led site rationalizations, repositioning, and transitions. || |Consolidated GM Operations from Gastonia, North Carolina and consolidated import || |transmissions from Mahwah, NJ. facility to Oklahoma City || |Led Division to win every major platform bid (40) from Ford, Honda, Chrysler, || |Allison, and GM in 2005, 2006, and 2007. Won the coveted Honda Supplier Award for || |two consecutive years || |Organized product family team structure, created metrics-driven processes and || |implemented lean techniques across North American Operations while improving || |Quality, Delivery & Cost || | || |Vice President and General Manager, 2002-2004 || |P&L responsibility for $120MM flagship remanufacturing segment serving the Ford || |Motor Company initially, later adding Honda to the customer list. || |Improved EBITDA from $9.0MM to $18.1MM on flat sales, designed $6MM to $18MM in || |capital projects annually || |Managed Global Supply Base with annual spending of $65MM across 4MM+ SKU's || |Led the distribution center to achieve the desired 4-hour response time || |requirement and sustained it at 100% || |Served as primary customer contact for Ford and Honda. Oversaw all internal and || |customer business proposals || |Secured QS9000 Certification with zero major findings for seven years. Obtained || |ISO14001 Certification || |Reduced external defects from 3.4% to less than 0.4% || | || |Sr. Director of Lean and Continuous Improvement, 2001 || |Created the Corporate Lean and Continuous Improvement Program. Facilitated the || |creation of "Blackbelt Waves" across the Drivetrain and Logistic segments of the || |Corporation. || |Directed 3 waves (60 associates) through 4 weeks of training over 4 months and || |championed the implementation of projects throughout the organization || |Black Belt Program resulted in a savings of $4MM+ in cost (and cost avoidance) in || |the first year through variability reduction and the elimination of waste || | || |Honeywell Inc. 2000 and Prior || |Business Unit Manager - Full P&L of $140MM division of Military and Commercial || |avionics and hardware || |Produced Aerospace Lighting and Electro-mechanical retractable landing lights for || |Boeing 737, 757, 777+ || |Senior Production Engineer - Built the F-18 Horizontal Situation display, F-16 || |Digital Flight Control computer and B2 Glass cockpit || |Repositioning Specialist || |Led the repositioning of manufacturing sites from 5 facilities (34,000 sku's) to || |their respective receiving sites, on time and under budget with zero passed due || |customer orders || | || |EDUCATION || |Bachelor of Science (BS); Electronic Engineering Technology || |DeVry Institute of Technology || | || | || | || | | |
