Kevin C. Cleary

**** ******* **** ***** ******, OH C: 937-***-**** E: acer4q@r.postjobfree.com

SENIOR-LEVEL OPERATING EXECUTIVE

Highly accomplished operating/manufacturing executive with history of leading major, multimillion dollar

companies in measurable profit increases, improved operational efficiency and significant cost savings for both

clients and company. Skilled in driving results in startup, turnaround and acquisition initiatives through expert

skills in operational analysis, waste reduction, sales growth strategies, problem solving and proactive leadership.

Continually improve overall operations by effectively utilizing proven experience in Six Sigma, LEAN and 5S

methodologies within both union and non-union environments and during challenging economic situations. Career-

long history of successful change management, culture shifting and continuous improvement.

CAREER HIGHLIGHTS

VICE PRESIDENT, OPERATIONS – MCGREGOR METALWORKING COMPANIES

Realized profit improvements of 75% and sales increase of 15% resulting in more productive operating performance,

savings from Purchasing and renewed sales growth in the automotive sector.

PRESIDENT – SOUNDWICH INCORPORATED

Successfully engineered significant operational and financial turnaround by employing Lean Manufacturing techniques

to improve operating margins by 30%, a 90% reduction in OSHA through “Safety First” initiative and redesign of

quality system to result in Zero Parts per Million rating from key customer.

GROUP GENERAL MANAGER – SHILOH INDUSTRIES

Augmented overall sales by $100M by developing and introducing new Welded Blanking business unit. Recognized as

only plant in world with three types of welded blank capabilities including mash seam resistance, YAG and CO2 laser

welding. Recouped $40M investment of welding equipment and tools.

GENERAL MANAGER MEDINA BLANKING – SHILOH INDUSTRIES

Successfully oversaw critical, non-union JIT Supplier of First Operation Blanks to GM Parma. Maintained non-union

status through recognized excellence in communication and division-wide workforce motivation.

PROFESSIONAL EXPERIENCE

MCGREGOR METALWORKING COMPANIES … SPRINGFIELD, OHIO (2011 - 2014)

$100m privately-held company engaged in producing products for global organizations including General Electric, John Deere,

Toro, Hino, Honda and Toyota. Company comprised of five business units and 380 associates in OH and SC

VICE PRESIDENT OPERATIONS

Senior executive accountable for daily operations including Safety, Quality, Productivity, and Purchasing. Ensure

compliance to OSHA standards, drive safety team effectiveness and routinely implement continuous improvement activities

relative to TIR and Dart Rates. Develop budgets, financial and operating plans; introduced Lean training for all levels of

operations. Review daily performance in safety, on-time delivery and productivity via critical equipment hourly report –

(target vs. plan). Accountable for P&L metrics and budget attainment of all plants. Initiate distinct plant teams including

Safety, Quality Improvements and Purchasing. Create subsequent team reports for Board of Director review/approval.

Instrumental in receiving four consecutive years of top supplier awards from John Deere based on quality,

delivery, price and cost savings. Consistently receive excellent ratings from BMW, Toyota, Honda and Hino for

overall quality and performance.

Reduced overall Cost of Quality 50% in two years, representing $350Ksavings by developing and instituting

improvements to Quality Systems.

Achieved cash flow improvements of $3M in 2013 by reducing physical inventory, improving turns and collecting

AR to customer terms.

Credited with transforming culture to Lean thinking and behavior by demonstrating Lean leadership in daily

activities and taking on more automotive supplier business.

Spearheaded cost reduction activities to generate purchasing savings of $500K (2013), with $400K planned

for 2014 by enhancing Raw Material / MRO Purchasing Strategies and leveraging purchasing power by combining

purchasing needs for all five plants. Negotiated increase in payment terms to 60 days in alignment with customer

payments.

Improved profits by 75% on sales increase of 15% over two years through combination of improved operating

performance, purchasing savings and automotive sector sales growth.

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Kevin C. Cleary

Delivered 25% increase in productivity while reducing daily waste costs by $2M directly resulting from

introduction and extensive training of Lean Techniques.

Maximized overall productivity efforts by developing Skilled Craft Apprenticeship Programs and introducing

ongoing Leadership Training.

Improved material utilization 5% through gauge reduction initiatives.

Enabled cross-functional support during initial production runs by identifying problematic issues in new part

launches by developing formal “Safe Launch Process”.

Reenergized Part Profitability by introducing disciplined review of parts costs and developing subsequent action

plans.

DAN T. MOORE COMPANIES … CLEVELAND, OHIO (2007 - 2011)

Private Equity Company established to create commercial value through mergers and acquisitions including strong interest in

manufacturing and development of new products generating value through intellectual property

PRESIDENT, SOUNDWICH, INC. – Recruited to lead turnaround due to prolonged lack of profits for manufacturer

producing NVH products (heat shields and sound dampeners) for automotive industry. Held full authority for

financial, operating and sales performance as well as commercial sales activities, operations (safety, quality and

productivity), engineering, new product development and intellectual property management. Primary customers included

Chrysler, Ford, GM and Cummins Engine. Served on Board of Directors.

Instrumental in completing turnaround by identifying/ implementing cost-savings initiatives including 15%

reduction in size of company. Realized breakeven results during first year, with profit generated by second year.

Returned company to profitability via $2M in annual savings generated by focusing on productive uptime,

improving quality performance, reducing costs of materials through more effective purchasing practices, changes to

polymer formulas and increased use or regrind.

Delivered profit increases by 100% within two years, positioning company for significant sales growth.

Steered greater focus on initiation of Lean Manufacturing techniques including those for equipment and

tooling reliability. Recruited new talent in aforementioned areas, reduced daily waste costs, rectified Cost of Poor

Quality issues and improved morale despite change.

Augmented savings by $1.5M by promoting and gaining approval from key chemical and metal suppliers to lower

prices and improve payment terms.

Led mergers and acquisitions including acquisition of Polyfill.

PRESIDENT, POLYFILL, LLC. – Oversaw acquisition and cold startup of Polyfill, LLC, a manufacturer of polymer-based

sound absorbing products. Developed sales, manufacturing and human resource strategies to deliver sustainable profit in

first year while concurrently holding role as President of Soundwich.

Won new business with zero defects and 100% on-time delivery.

Secured long-term raw material agreements.

Reduced cost of material 10% by recycling production/engineering scrap.

SHILOH INDUSTRIES … MANSFIELD, OHIO (1988 - 2007)

Major Supplier of metal stampings and welded assemblies to variety of markets including automotive, heavy truck, lawn/garden

and military

GENERAL MANAGER BLANKING BUSINESS (2000 - 2002). – Held multi-plant authority over generation of annual

budgets and operating plans, daily performance (safety, quality, productivity and delivery) while providing

leadership to plant management and staff at each location. Management overview comprised of 400 employees within

five plants and customers such as General Motors, Ford, Chrysler, Toyota and Modern Tool and Die.

Attained $4M savings in first year following concerted effort to eliminate waste in operations including scrap,

rework, premium freight, customer chargebacks and overtime.

Drove 25% increase in productivity for all business units over a three-year period by implementing Lean

Manufacturing concepts to reduce waste.

Enhanced operating margins by 25% through disciplined approach to executing business plans and introducing

Value Add/Value Engineering to support price reductions to automotive customers.

Generated 50% growth in sales by spearheading initiatives to expand business through building of three plants

including one in Ohio ($25M in plant and equipment), one in Georgia ($8M in plant and equipment) and final plant

in Mexico ($7M invested in plant and equipment.)

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Kevin C. Cleary

Promoted greater spirit of enthusiasm and focus on quality by introducing “Pay for Performance” and profit

sharing, facilitating extensive associate training on how compensation systems operated.

Directly impacted professional development of staff; five internal employees mentored were promoted into

leadership positions.

Salvaged critical, major automobile customer relationship, avoiding a severed relationship by collaborating

with associates to alter work rules and in some cases, leading wage reductions and/or headcount reduction while

increasing sales with existing customers after disclosing loss of business and requesting assistance to ensure long-

term viability. Business still profitable after 10 years.

Saved $15M and protected company from bankruptcy by improving contract review process to ensure that

customer issued-PO’s indicated cost neutral language during two-year period of rising steel prices.

Gained 25% improvement in OEE and headcount reduction of 10% by leading productivity improvements

such as design of low-cost manual assist devices and robots to enhance human efforts.

Played pivotal management role in guiding transition of company’s IPO.

GENERAL MANAGER MEDINA BLANKING BUSINESS (1995 - 2002) – Served as General Manager of critical single

source – JIT metal blank supplier to General Motors. Tasked with managing annual budgets/operating plans and daily

activities required to support this business with annual sales of $25M. Focused on maintaining quality systems to ensure

defect-free product and scheduling/logistics for 100% on-time delivery by managing 120 associates in delivery of excellent

performance.

Turned around performance after assuming position to reduce internal failures by 80% by creating and

implementing clean steel practices.

Influential in delivery of 25% sales increase by designing and introducing innovative new product growth

strategies.

Personally negotiated unique, single-source supplier to General Motors; at the time, this was the only single

source (non-compete) contract in all GM North America.

Played key role in $750K cost avoidance in computer software by developing GM-specific ordering and delivery

system to support JIT delivery of 60 trucks per day. System became best practice within GM.

PLANT MANAGER, MANSFIELD MANUFACTURING (1988 - 1995) – Initially hired to learn the business develop

into future leader of the company and transform operating culture which was successfully completed. Held

responsibility for operating performance of Press Room, Tool Room and Over-the-road Truck Fleet.

Realized sales increases of 90% and profit growth of 100% within first three years, quickly becoming most

profitable business in the company. Added sales without significant headcount increase by developing cross-

functional team to reduce costs.

Turned around perception of poor union relations and improved overall morale and productivity by

developing positive strategies and engaging union leadership in critical strategic decisions.

Reduced annual costs by replacing obsolete equipment with a capital investment of $9M in equipment and

building expansion and implementation of Lean Manufacturing with focus on methods and techniques.

Enabled continuous machinery operations and improved OEE’s minimum 20% up to 100% by designing

low-tech parts stackers using gravity and leading continuous improvement initiatives for press operators and

supporting teams.

Augmented sales by $4M through development of high-strength steel products for “Hot Forming” technology in

collaboration with Ford & Benteler Automotive.

Credited with saving Mansfield business by leading negotiations for recovery of steel price increases over two-

year period.

EDUCATION

B.A., Sociology / Business Administration – Baldwin College, Berea, OH

Training: Extensive Team Building/Continuous Improvement, Lean Manufacturing, Six Sigma and 5S

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