oExperienced Manager in Manufacturing, Engineering, and Operations.
oExperienced Plant Manager in all aspects of plant operations
oExperienced in turn-around and start-up situations; at a departmental and plant level.
oDeveloper of people and team participation.
oDemonstrated experience in leading the implementation of lean manufacturing (trained in DFT, TPS, ABS) setup reduction (SMED), Total Productive Maintenance (TPM)
SUMMARY
Highly motivated, results oriented, executive with outstanding technical skills and people-savvy leadership ability. High integrity and demonstrated ability to think strategically and implement tactically to achieve success within the constraints of available resources. Effective both as a team leader or team member in plant/facility operations with exceptional strength in manufacturing engineering. Track record of continuous improvement in quality, safety, and financial results achieved through hands-on leadership and team empowerment.
EDUCATION
BS Mechanical Engineering, with honors
Rose-Hulman Institute of Technology, Terre Haute, IN
MBA in Executive Management
Ashland College, Ashland, OH
EXPERIENCE
Acuity Brands Lighting (11/05 to 01/09) Crawfordsville, IN
$2.0B Manufacturer of commercial lighting systems
DIRECTOR MANUFACTURING ENGINEERING
DIRECTOR OPERATIONS
Directed all engineering activities within the companys Indiana production facilities. Scope included process development and implementation, product launch, quality, maintenance and EH&S responsibilities. Monitor and control utility performance. Temporarily filled position of Director Operations during transitional period.
Director Operations (7/06 to 6/07) managed Indiana Hub of 650 employees, $113M TVC. Non-stock compliance improved by 20 pts, late units dropped by 50%, while inventory levels improved by [at]$1.0M. Productivity increased by 12% ($10/operator hr.)
Accelerated lean efforts (SMED, TPM, Std Work) focused through a Shingijutsu Global Consulting partnership. 88% of the salary staff and 41% of all hourly associates involved in at least one Kaizen event during the year.
Led development and deployment of a Business Continuity Plan (BCP) for the two Indiana facilities. Catastrophe diverted! Plan had to be implemented when a nitric acid supply line ruptured which caused the immediate interruption of our operations. Interim recovery was made and operations were back on line within 48 hours. Full repairs were made within three weeks without any additional loss in operations.
Reduced accident rate and lost time accidents by 63% from previous year through introduction of Safe Start educational program and intense internal review. Second year was on track for >50% reduction.
Led teams to reduce annual energy costs by 10% on a plant wide basis. Significantly promoted waste elimination on a plant wide basis. (Eliminated 6,000 cu. yards of landfill waste per year.)
The Timken Company (10/02 to 11/05) Clinton, SC
$3.2B Manufacturer of bearings and steel tubing.
PRODUCT LINE ENGINEERING MANAGER
Directed all engineering activities within the Thrust Bearing Product Line. This included process and prototype development and implementation, process equipment maintenance and EH&S, as well as controlling the capital budget. Directed the transfer of manufacturing processes and equipment, from a plant in Connecticut to our facility in South Carolina. This included the creation and management of a new operating department and ensuring the seamless transition of logistics and customer approvals.
Championed the creation of a new manufacturing process internal to the time frame of the product transfer. New process reduced scrap from >50% to <0.1%, reduced cost to produce by 48%. Turned mature unprofitable product into a profitable product line and was able to reduce selling price.
Managed the creation and implementation of a new finishing process which yielded a reduction of surface finish by 80%, which improved bearing life by a factor of 200%, without increasing manufacturing costs.
Worked in collaboration with the Quality department while managing the manufacturing engineering aspects of TS and ISO certifications, as well as other customer certifications associated with the automotive industry. Achieved successful conversion from QS 9000 to TS16949 certification.
AEP/NSI Consulting (02/01 to 10/02) Columbus, OH
Land Management consulting.
CONTRACT CONSULTANT
The Auld Company (12/99 to 07/00) Columbus, OH
$5M Manufacturer of polyurethane domed emblems.
DIRECTOR TECHNOLOGY
Directed all technology activities within the small privately owned company. This included all process and product development, maintenance, environmental, health and safety responsibilities.
Led the development for three new product patents.
Overseen the development of a new computerized emblem casting machine, which reduced labor content by 90% and reduced cycle time by 30%.
Defiance Precision Products (01/99 to 12/99) Defiance, OH
$50M Manufacturer of cam-follower bearings.
DIRECTOR - PROCESS ENGINEERING
Directed all engineering activities, except product engineering, within the company including all three manufacturing plants. This included process development, prototype development, process implementation, environmental, health and safety responsibilities.
Directed equipment and process modifications, as well as the cellular layout changes, for lean implementation. (19 of 75 hourly positions were eliminated) ($100K total expenditures yielded $200K annual savings)
Directed the development and implementation of a forming strategy to replace machining. (20-30% material reduction, 10-15% process cost reduction, reduced asset base by 27 screw machines.) This involved the simultaneous coordination of process development with suppliers in both Sweden and the Netherlands.
Directed the containment and repair process for eight UST which were found to be leaking and had contaminated a nearby wetlands area. Directed the reclamation effort for returning the wetlands to pristine condition.
Created the corrective action and business plan for the abatement of a strain of bacteria, which had infected the coolant system and resulted in employee health problems. Managed the deployment of our corrective actions.
The Timken Company (1976 to 1998) Multiple locations in OH and SC
$2.5B Manufacturer of tapered roller bearings and steel tubing.
Increasing responsibilities in both engineering and production management. Starting with Industrial Engineer and rising to include Chief Manufacturing Engineer, Plant Manager and Manager of Process Development.
Directed the development and implementation of a machining replacement strategy resulting in a 20% ($10M) reduction in annual cost to produce (material, labor, cycle time, quality).
Crisis diverted! took leadership of a facility only three months into startup when existing plant manager resigned. In a period of only two years, we earned quality and customer service recognition from Ford (Q1) and GKN, all while sales increased from $0.5M to $2.0M. Initiated the acquisition of necessary resources which only tripled employment from 15 employees to 45 when original estimates anticipated 60 employees would be needed. Additionally, submitted for ISO9000 certification during this period. (Certification was obtained after I left.)
Led all engineering initiatives at the local level for successful application of QS and ISO certification.
In a period of four months directed the creation of a new producing department complete with staffing, physical renovation of an old factory building and installed new equipment and process technologies. (20-40% cost reduction in product [at] $4.3M annual savings based on traditional manufacturing methods)
Developed a trade secret process to redress rolling mill dies (1hr. vs. 16hr. est. [at] $250K/year savings)
Led teams to reduce annual energy costs by 20% on a plant wide basis. ([at] $1.2M). Significantly promoted waste elimination on a plant wide basis. (Eliminated 10,400 cu. yards of landfill waste per year.)
Championed development and implementation of tactics to achieve 8% reduction in material consumption on a corporate wide basis. ($3.6M lower annual material costs)
COMMUNITY
Board of Directors for Interfaith Hospitality Network (Family Promise)
Councils and committees at church.
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