Delight customers - Drive growth - Increase profitability - Improve quality - Inspire optimum team performance Produce consistent and sustained achievement in operations management / leadership. Enhance internal and external customer satisfaction, continuously improve product and process quality, and reduce non-value adding tasks by building, leading, coaching & mentoring individuals / teams, and delivering swift business results in consumer products, automotive and aerospace industries. Operations Leadership * P&L Responsibility * Strategic Planning * Influential Change Agent * Team Building Quality Management Systems * Quality Assurance * Enterprise Lean / TPS Culture * Kaizen * Lean Coaching Global Supply Chain Improvement * Process Improvement * Performance & KPI Management * Safety Areas of Expertise * Core Competencies BUSINESS PERFORMANCE IMPROVEMENTS: * Productivity - 15% increase * Quality - 90 % defect reduction * Cost - 12 to 20% decrease * Inventory - 30 to 75% reduction * Product Availability - 20% increase * Cycle times - Up to 95% reduction LEADERSHIP MENTORING / DEVELOPMENT: Coach associates to improve performance or understand their role QUALITY-OF-LIFE IMPROVEMENT: Strengthen relations, accepting ideas (reducing costs and product defects) Communicate a compelling vision, while building excitement and trust to follow the operation mission
Director of Manufacturing / Site Manager01/2013
to 01/2014 ELLISON SURFACE TECHNOLOGIES, INC – Mason,
President / Chief Executive Officer Served as company's top operations executive (and member of Senior Executive Team), acting Site Manager for 2 Vermont facilities and, at the CEO's request, led the flag-ship Hebron site as Site Manager to focus on exceeding customer expectations for Predictability, Reliability & Stability.
Sites in: Hebron, KY; Rutland, VT (2); Bromont, QC; Wartburg, TN; Guaymas, MX.] Full P&L responsibility for growth of legacy aerospace products, while introducing and managing a newly assimilated land-based turbine parts business.
Grew business by 15% emphasizing manufacturing systems improvement of special processes in aerospace industry.
Oversaw the business expansion at a VT site, & the construction of a Mexican facility for future new customer growth.
Improved customer service (OTD: + 13%), quality (Released N/C: - 50%), productivity (D Labor Efficiency: + 25%) & new product introduction (time to FAI: - 50%) by directing a new leadership team to focus on strategic business needs.
Optimized individual performance & team synergy by coaching / mentoring team leaders (focusing on business goals).
Vice President of Operations / Corporate Officer01/2007
to 01/2013 JETBOIL, INC – Manchester,
President / Chief Executive Officer Delivered products and services that delighted Jetboil customers.
Led and directed the overall operations, including manufacturing and quality engineering, the manufacturing / assembly process, global supply chain and logistics, outsourcing and shipping/receiving functions.
Oversaw the engineering, manufacturing and timely delivery of new products.
Achieved a consistent 25% annual growth over a 5+ year period, being responsible for all of operations.
Streamlined overhead required to plan materials, manage inventory and manufacture / deliver customer product.
Developed relationships and improved performance with domestic / global suppliers for new products / cost reductions.
Part of 4-person executive team that set strategy, achieved corporate objectives and held reviews with board of directors.
Manufacturing Operations Manager01/2004
to 01/2007 NEW BALANCE ATHLETIC SHOE, INC – Lawrence,
President / Chief Executive Officer Directed, managed and coordinated NBAS 'Lean' Business Strategy (TPS) by working with all functions, to improve product availability, eliminate waste and reduce total operating costs.
Acted as the company's Lean 'Change Agent' (or Coach).
Integrated the Lean/TPS philosophy, strategy and problem solving methods into the company fabric.
Led a Toyota sensei (Mr.
Hajime Ohba) to partner with company, providing tacit learning of the TPS business strategy.
Boosted product availability by 20% (82% to 98%).
Saved direct cost by 10-12% using 'standard work' on the production floor.
Reduced FG Inventory by 30% on replenishment (volume) styles.
Slashed production cycle times from 8 days to 3 hours.
Business Unit Manager01/1996
to 01/2004 New Balance Athletic Shoe. Inc. – Boston,
President / Chief Executive Officer Challenged to turn-around and streamline all aspects of a 2-shift, direct-inject molding operation, employing 100 associates.
Increased productivity 15%, reduced quality defects 90% and decreased product cost 20% using lean techniques.
Recognized many times for safe work environment.
Enhanced Quality-of-Life by eliciting and implementing associates' ideas.
Launched new products on-time with a team comprised of Sales, Marketing, Product Development and Manufacturing.
Successfully transitioned the operation from a 35,000 to a 125,000 sq.
facility, without missing a customer delivery.
to 01/1996 OSRAM SYLVANIA INC GTE EPG – Danvers,
Reporting to Vice-President of Lamp Manufacturing
Master of Business Administration: MarketingClarion University of PA-
BS: Industrial Engineering MathematicsGeneva College-
PAIndustrial Engineering Mathematics
Participated in Quality workshops led by Dr.
Joseph Juran and Dr.
Team Oriented Problem Solving (TOPS - Ford's "8D" Problem Solving Process).
Initiated & Developed Self-Managed Work Teams * Occupational Safety Training (several).
Gainsharing - applied and implemented * Process and Relationship Mapping.
Certified Quality Manager, Engineer and Auditor (CQM, CQE, CQA), as recognized by ASQ (all formerly) Certified Value Analyst (CVA), as recognized by SAVE MTM 1, 2, 3 and Industrial Ergonomics (certified by GTE Sylvania, Inc.) (all formerly) Certified Lead Auditor for ISO 9000 Quality Management Systems (through BSI) Information on publications, presentations and previous professional memberships are available on request.