LEAN OPERATIONS LEADER Continuous Improvement Operational Excellence Operations Management
Accomplished MBA executive with broad international experience and recognized success in leading Operational Excellence and Continuous Improvement in world class manufacturing environments. Expertise in Lean Manufacturing, Process Improvement Engineering, Finance, Operations, and Change Management. Excellent business acumen with keen focus on financial accountability and service delivery. Highly effective communicator, influencer, and relationship-builder; adept at driving change and achieving buy-in at all levels of organization.
Operations Management Strategic Planning Change Management Consulting P&L Budgeting Start-ups Turnarounds Cost/Benefit Analysis Distribution Inventory Management Process Improvement Six Sigma
Team Leadership Workforce Planning Employee and Labor Relations Training and Development
Process Reengineering Lean Manufacturing Kaizen 5S Lean Tools Root Cause Analysis
02/2014 - Current
GRP － Knoxville, TNGlobal Director
Lead the global operational excellence strategy development and deployment, including continuous improvement, equipment maintenance and reliability excellence, and process engineering.
Coordinate strategic plant support, deploying a team of skilled subject matter experts.
Manage large-scale business transformation projects domestically and internationally.
Lead the deployment of franchise standard practices as a means of standardizing key business processes and delivering business value.
Global Director, Alcoa Business System and Reliability Excellence (ABS/REX), Global Rolled Products (GRP).
08/2012 - 02/2014
Lead the continuous improvement and equipment maintenance and reliability strategy development and deployment for an $8B revenue business group comprised of 18 locations in 10 countries.
Advise senior business leadership on operational and transactional gaps and propose solutions.
Develop a network of highly skilled continuous improvement and reliability practitioners as direct and dotted line reports.
Monitor results and report executional victories and gaps to executive leadership.
Led the development and deployment of an improvement strategy across the 18 locations that delivered $300MM in free cash flow in 2012-14.
07/2010 - 07/2012
Alcoa Business System ABS GRP － Davenport, IAManager
Serve as primary coach for four GRP operating locations in North America and China with combined revenue of $2 billion.
Advise location leadership on operational gaps and propose solutions.
Organize and lead "systems kaizens" to develop long and intermediate range roadmaps to achieve customer and business goals.
Coach location leaders in change management and group ABS resources in advanced lean tools.
Coached and lead or co-lead system kaizens that identified more than $120 million in cash flow improvement and cost savings and an additional $48.2 million in near-term inventory reductions.
Developed capability in the locations to utilize lean methods in transactional or non-manufacturing departments.
Serve as primary corporate Alcoa Business System (ABS) consulting resource for Engineered Products and Solutions group encompassing 5 business units and 69 locations globally.
Provide leadership to drive improvements in aspects of business performance and internal capability development.
Lead business teams in development of value stream maps to identify key levers to solve business problems.
Play lead role in performing corporate Operational Excellence audits.
Develop and deliver Alcoa University (Alcoa Business System) semi-annual training companywide including development of training curriculum and materials.
Achieved more than $5 million reduction in working capital in investment casting business through raw material supply chain improvements; established improved information and material connections between 2 supply plants and 8 customer plants globally.
Spearheaded more than $5.5 million, representing 150%, improvement in operational net margin in aerospace fastener product line through implementation of new management systems, assembly cells, and flow improvement.
08/2006 - 12/2007
Pittsburgh, PADirector of Alcoa Business Systems
Led network of 15 ABS managers at 15 operating locations in 5 countries in implementation of ABS to improve operating performance in Food Packaging Division, $650 million revenue business unit within Packaging Group.
Coached business leaders, from Business Unit President to shop floor team leaders, and developed continuous improvement culture through direct project work and cross-learning experiences.
Collaborated with businessleaders to identify improvement opportunities to increase value of business group for sale.
Changed organizational culture by maximizing employee engagement and alignment.
Spearheaded delivery of $3.5 million in increased EBITDA by facilitating activities in 3 pilot thermoforming facilities to reduce scrap, changeover time, equipment downtime, and labor costs as identified through system kaizen.
Facilitated $3.6 million in increased EBITDA in 2 pilot extrusion operations by leading activities targeted to reduce scrap, changeover time, equipment downtime, and customer rejects as identified through system kaizen.
Captured $9.5 million in inventory reduction by improving information and material connections between upstream extrusion businesses and downstream thermoforming businesses.
Delivered consulting services for operational improvements to variety of operating entities, including aluminum extrusion, fastener manufacturing, and alumina refining.
Consulted in implementation of lean business techniques as member of internal corporate consulting group.
Generated $750,000 in incremental earnings and 6% increase in output by reducing downtime and changeover time on aircraft extrusion heat treat furnace; led multi-day kaizen event with team of 8.
Captured $400,000 reduction in labor cost by improving flow in extrusion packing line.
Eliminated 120 past due orders and heat treat quality failures by improving flow in aerospace fastener facility by leading system kaizen and subsequent improvement activities targeting bottleneck processes and critical quality processes.
Eliminated need for $5 million capital expenditure by implementing uptime improvement on aerospace forging heat treat furnace.
06/2001 - Current
ARCONIC INC ALCOA INC － Pittsburgh, PA
Arconic is an innovative leader of advanced metals products serving the aerospace, automotive, building and construction, commercial transportation, and industrial products industries with $12.5B revenue (2015).
It operates as three distinct units in Rolled Products, Engineered Products and Solutions, and Transportation and Construction Systems.
06/2001 - 09/2004
Visalia, CAOperations Manager / Production Manager
Managed overall operations for thermoforming plastic food packaging facility and 2 distribution centers serving West Coast, with P&L accountability for $60 million annual revenue.
Provided leadership for direct reports in HR, finance, planning, customer service, engineering, maintenance, production, distribution, purchasing, quality, and EHS, at plant with 250 employees, with up to 350 seasonal employees.
Managed business improvement and growth, capacity planning and expansion, labor and community relations, and environmental health and safety.
Applied lean manufacturing techniques to improve operational and budgeting effectiveness.
Increased output by $6 million and 20% while reducing headcount by 140 and 30% by developing and implementing labor standards, daily management techniques, equipment improvements, and operator training.
Improved OSHA recordable rate from 9.2 to .47 in 2 years, followed with 1 year injury-free by initiating and implementing extensive Alcoa Standards Environmental, Health, and Safety system, constant coaching, communication and reinforcement, and aggressive expectations of safety above production.
Avoided organizing attempts in each year of leadership by developing culture of trust and ensuring fair treatment of employees; halted voting activity held 3 previous years.
11/1998 - 06/2001
AMESBURY GROUP INC LAIRD GROUP PLC － Amesbury, MAOperations Manager
Amesbury Foam-Tite and Amesbury Textile Division are subsidiaries of Laird Group PLC; Amesbury Foam-Tite is a $15 million revenue manufacturer of weather seals for the building and construction industry and the Amesbury Textile Division is a manufacturer of pile weather seals for the building and construction industry.
Led a business turnaround as location P&L owner, providing daily management and led operational improvements and capacity expansion.
Held P&L and budgeting accountability.
Managed purchasing, distribution, engineering, maintenance, labor relations, HR, customer relations, and portfolio of intellectual property.
Doubled profit goals as percentage of sales in each year of leadership by initiating and implementing process improvements, eliminating abusive overtime practices, and championing leadership development.
Negotiated favorable bargaining agreement; secured rational wage rate, proper funding of pension, and expanded workforce training opportunities.
Maintained 98% service level while redesigning inventory to eliminate need for off-site warehouse.
03/1997 - 11/1998
Statesville, NCPlastics Development Manager
Led startup and operations of extruded weather-stripping manufacturing facility.
Hired and trained operations personnel.
Administered $500,000 capital budget, including cost reduction programs and capacity expansions.
Managed design of products to customer requirements.
Initiated, implemented, and drove lean business systems.
Launched manufacturing facility startup; installed 1st production line on-schedule and under budget; developed state-of-the-art extrusion tooling, materials, and processes in coordination with suppliers and industry experts.
Brought in $200,000 in new sales in 1st 6 months of operation by developing and making production-ready 35-item product selection.