Senior Operations Leader
Resume:
Michael S. Kitko
https://www.linkedin.com/in/mikekitko
St. Charles, MO 63301
acfr6o@r.postjobfree.com
SUMMARY
Fearless and results oriented business and senior operations leader most effective in an organization with desire for
growth and cost containment, fueled by organizational development and continuous improvement.
Passion for leading, coaching, building high performing teams, and aligning business functions centered on continuous
improvement (Lean) principles to achieve organizational business strategies and objectives. Have led in both union and
non union environments.
PROFESSIONAL SUMMARY
SunCoke Energy 2013
present
Operations Manager
$300 million (sales) coal based metallurgical coke and steam generation operation. Business provided fuel for steel
making furnace and co generation turbine for a major U.S. steel maker. Twelve (12) salaried direct reports and total of
75 direct and indirect reports in union shop.
Coal to coke conversion yield improved from 67.5% to 71.5% in 12 months by daily review and
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understanding of primary tactical indicators for success. Improved yield regularly exceeded budget and
forecast.
Yield improvements led to increase in monthly revenue of $2 million due to rigorous process understanding
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and control.
Reduced OSHA recordable injuries 25% year over year by daily management and adherence to the
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Structured Safety and Environmental Program.
Met EPA permit requirements and maintained compliance by increased understanding of permit
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requirements and implementation of daily accountability and sign offs.
Implemented The SunCoke Way operating system.
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Stanley Hydraulic Tools (Division of Stanley, Black, & Decker) 2010 2013
Plant Manager
$65 million (sales) high mix, low volume hydraulic industrial tool manufacturing operation. Products include
handheld and mounted concrete breakers (jackhammers), railroad tools, pole tools, hand tools, and power units, all
hydraulically operated. Six (6) salaried direct reports and total of 110 direct and indirect reports in non union shop.
Launched Lean transformation in the manufacturing facility, including Lean Cell implementation, visual
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management, daily gemba walks, and empowerment of associates.
Improved operational delivery from 82% to > 95% in 12 months by improvements materials reordering
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systems, daily management and execution within individual work centers, and improved alignment of Sales and
Operations Planning (S&OP).
Improved Days of Salable Inventory (DSI) from 115 to 80 days (inventory decrease from $8MM to
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$6.7MM) by material control system improvements, and tightened execution of materials system.. Created a
system capable of flexing with seasonality and projected volume fluctuations.
Improved operating margin from 22.5% to 25% through tighter operational spend controls, elimination of
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waste on the shop floor, and daily management of plant efficiency.
Increased labor efficiency from 50% to > 55% through the implementation of visual daily management.
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Site Leader with HR Manager, Controller, Customer Service Manager, AR Manager, and Engineering
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Manager as dotted line reporting responsibility.
Implemented the Stanley Fulfillment System (SFS) operating system.
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Managed full P&L.
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Tektronix, Inc. (a Danaher operating company) 2004
2010
Production Manager (Customer Service Division)
$45 million (sales) high mix, mid volume test and measurement equipment customer service department.
Tektronix manufactures world class products including oscilloscopes, video generation and monitoring, optical
generation and monitoring, spectrum analysis, radio frequency (RF) generation and monitoring, and low frequency
signal generation test and measurement equipment used for scientific research and development, military, and medical
applications. Thirty (30) hourly direct reports in non union shop.
Launched Lean transformation in the Customer Service facility, including Lean Cell implementation,
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visual management, daily gemba walks, and empowerment of associates.
Improved labor efficiency by 50%, and improved product turn around time from 12 to 8 days on the
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oscilloscope product line.
Achieved >95% customer satisfaction score by meeting turn around time, service cost, and customer
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experience expectations.
Maintained compliance of ISO9000 program as Technical Program Manager for depot operations.
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Led up to 30 production associates.
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Implemented The Danaher Business System (DBS) operating system.
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Tektronix, Inc. (a Danaher operating company) 1997
2004
Electronics Technician (Customer Service Division)
Became product line expert and team lead on high volume oscilloscope platform, and transitioned the
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product line from Gaithersburg, Maryland to Beaverton, Oregon in December, 2002. Relocated as part of the
transition.
United States Marine Corps 1992
1997
Precision Measure Electronics Laboratory Supervisor
Supervised calibration laboratory responsible for managing Marine Air Group’s (MAG) test and measurement
equipment. Responsible for the repair, calibration, and timely recall of over 25,000 electronic, physical dimensional,
vibration, optical, and radio frequency (RF) test sets in order to keep the MAG operationally capable. Monitored
operational readiness, health, and welfare of 15 Marines.
Reduced work in process by 75% and reduced turn around time by 50%, while maintaining operational
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readiness >98%.
Maintained compliance with naval air component (NAVAIR) program (equivalent to ISO9000).
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EDUCATION
Master of Business Administration
Marylhurst University, Marylhurst, Oregon
Bachelor of Science, Electronics Management
Southern Illinois University, Carbondale, Illinois
Precision Measurement Electronics Laboratory (Metrology)
United States Marine Corps
COMPETENCIES
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Kaizen ISO9000
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5s Elimination of 8 wastes
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Value stream mapping (VSM) Lean cell implementation
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Root cause failure analysis (RCFA) Total productive maintenance (TPM)
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Failure mode effect analysis (FMEA) Kanban / right-sizing
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Hoshin Kanri Sales & operations planning (S&OP)
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