Manager Sales

Clint Connelly

**** **** ****** ****, **** Orion, MI 48359

***************@*****.*** Mobile: 734-***-****

SUMMARY OF QUALIFICATIONS

Highly motivated leader with a progressive background in lean manufacturing

implementation/ Operational Excellence, project management, operations

management, and sales. Proven ability to cut costs and increase efficiency

in a production environment. Reputation for strong work ethic, great moral

character, high energy, and consistent commitment to organizational

success.

PROFESSIONAL EXPERIENCES

Barnes Group Inc., March

2010-Current

Operations Manager, Barnes Aerospace

July 2012-Current

Lead safe, efficient, and profitable operation of the manufacturing

department and provide leadership and direction for Purchasing, Production

Planners, Schedulers, Supervisors, ME, QE, Logistics (Shipping/ Receiving)

functions in a facility that produced a division record $49M in annual

sales volume for 2012 and anticipated $68M in 2013.

. Led the restructuring and merger of operations for Lansing Division

with sister plant in Utah

. Manage monthly sales plan and expenses for all of operations to

support company P & L metrics

. Improved OTD by 85% from October to February

. Attained record productivity levels for the division with a 23%

increase year over year

. Establish departmental metrics and track performance to ensure quality

and schedule targets are met

. Reduction of 23% in Cost of Poor Quality to sales year over year

. Achieved record net sales for the site, which was 9% above plan for

the year

. NPI launch of $20M in new business for 2013 that will double our

annual volume over next 24 months

. Created "Blue Sky" future state plan for plant to create optimal flow

and maximize productivity through the shop

. Set up work cells using lean methodology to balance operations of new

business coming into the plant

. Conduct 5-Why problem solving to root cause quality issues on shop

floor

. Increased throughput 20% in bottleneck operations by incorporating

lean thinking to improve the process

. Develop capacity plan and coordinate with Human Resources to organize

recruitment and development for staffing

. Direct the manufacture of products, ensuring conformance to schedule

and quality levels are met

Business Unit Manager, Associated Spring - Barnes Group Inc.

Sept 2011-July2012

Led 100,000 sq. ft. facility that produced $27M in sales annually as a fast

paced, high volume supplier of engine valve springs to the automotive and

industrial industry.

. Restructured workforce and organizational structure to support a $10M

TOW (Transfer of Work)

. Restructured and implemented discipline process in Saline division to

reduce defects and create accountability

. Produced and shipped the highest sales volume at Saline Division since

2007 in December of 2011

. Division recorded highest operating profit month on record since prior

to2007 in December of 2011

. Started weekly quality feedback loops with operators to provide

training and the framework for problem solving

. Supported the creation of a cross functional safety committee with

hourly and salary personnel

Lean Manager/ TCC Business Unit Manager, Associated Spring

April 2011-Sept 2011

TCC business is 40% of the sales volume, for an annual total of $10M. Lean

projects were instrumental in making a $600k improvement in operating

profit over 6 months with the following action plan and results:

. Led SMED events in TCC Grinder cell to reduce set up time by 40% on

bottleneck machines

. Improved throughput in TCC Grinder cell by 32% over 6 months by

improving pc/hr from 1268 to 1859 with 40% fewer people (5 EE's)

. Productivity improvements in TCC grinder cell resulted in an

annualized savings of $210K by reducing 5 EE's while maintaining same

or higher throughput volume of 2.2M pieces

. Reduced waste cost in TCC grinder cell by 69% over a 6 month period

for an annualized savings of $480k

. Lean projects provided framework to improve our SIP (Supplier

Improvement Score) by 75% in 4 months with second largest customer

Lean Manager - Lean Leadership Program, Associated Spring

March 2010-Sept 2011

Implemented the Barnes Group Lean Enterprise at Saline, MI facility. Led

multiple Kaizen events focused on developing a robust NPI process flow with

the following implementation:

. Created a design and feasibility review to ensure NPI quotes are in

alignment with core competency of Division

. Developed layered audit to hold process owners accountable and ensure

project stays on time throughout the APQP quote and prototype process

. Wrote standard work for the APQP process and trained process owners

. Implemented a TPM program to structure PM's and scheduled maintenance.

Reduced past due PM's from 78 to 0 over 6 months

. Improved OEE from 33% to 54% over 3 month period on Line E

. Lean projects helped reduce past dues from $900K to $250K by

implementing shop floor management and management standardized work

. Improved OTD from 47% as a monthly average in 2010 to steady state of

92%

. Implemented Lean Basic 5 - 6S/visual management, production boards,

real time problem resolution, Gemba Walks, and management standardized

work

. Trained and mentored hourly and salary workforce on the implementation

of Lean concepts

. Conducted Kaizen events and implemented lean tools as required to

drive business improvement and support Baseline initiative

. Created and maintained lean portfolio for the site and set quarterly

action plans in conjunction with the Division Manager, focused on

driving Saline toward improved profitability

Primerica Financial Services - Auburn Hills, MI

April 2008-March 2010

Regional Vice President

Built a powerful sales team by focusing on recruiting and training

qualified candidates. Facilitate and coordinate training for sales team

twice per week. Approved the suitability and quality of business submitted

by 40 licensed agents.

. Grew licensed sales force by 350% in 2008 from 6 agents to 40 agents

. Increased life insurance premium written to $170,000, an improvement

of 391% Year to Year

. Led a sales team that performed a comprehensive personal financial

analysis for over 230 new clients in 2008 to reduce debt, provide

insurance protection, and reallocate finances, an increase of 500%

Year to Year

. Trained twice per week on the concepts of leadership, team building,

recruiting and training, mental toughness, accountability, time

management, and product training

. Finished #2 of 150 Regional vice president's in a nationwide sales

competition

Detroit Diesel Corporation, Daimler AG - Redford, MI

June 1995-April 2008

Lean Manufacturing Manager, Truck Operating System

June 2007-April 2008

Led the implementation of lean manufacturing in a 3M sq. ft. facility.

Truck Operating System principals are continuous improvement tools based on

the Toyota Production System. Prioritized projects and provided leadership

to 3 salary and 12 hourly trainers facilitating lean and continuous

improvement initiatives, which focused on driving out waste and challenging

existing processes.

. Documented cost savings of $4.7M through continuous improvement

projects and Kaizen workshops

. Coordinated, managed, or led over 60 Kaizen events and 4 expert

projects with cross-functional teams members from engineering,

management, hourly, maintenance and logistics

. Provided training to E3 level managers and Daimler promotion

candidates in lean methodology and concepts

. Incorporated TPM methodology with continuous improvement and expert

projects

. Developed a corporate standard for standard work instructions and job

element sheets

. Co-launched the development and implementation of team based

manufacturing

. Provided lean tools and coaching to help business units improve

safety, quality, delivery, cost, and morale

. Benchmarked other facilities inside and outside of Daimler to create

corporate best practices

. Collaborated with lean coaching consultants to implement shop floor

management

Project Manager, Lean Expert Project

April 2007-June 2007

Managed a quarterly Continuous Improvement initiative and process redesign

in Business Units critical to plant efficiency. Led a cross-functional

team, focused on improving 4 Key Performance Indicators.

. Demonstrated cost avoidance in the repack area for $200K annually by

reducing headcount and implementing returnable containers

. Reduced part shortages by 78%, or 89 minutes per day, by improving

Kanban procedure and inventory accuracy for a savings of $1.9M

. Implemented Kanban in specialized engine build area and reduced

downtime by 2 hours per day

. Reduced inventory in the specialized engine build area for an

annualized savings of $35K

Lean Manufacturing (TOS) Trainer Jan

2005-June 2007

. Reduced flywheel housing Work in Process by 70%, for a savings of

$32k/ yr by establishing One Piece Flow

. Delivered 40 calendar days of training on Lean Manufacturing concepts

. Freed up 70k sq. ft. of floor space by eliminating line side inventory

through the implementation of Kanban, tugger routes, and part

supermarkets

. Performed value stream maps to identify areas restricting flow and

prioritize improvement efforts

. Led assembly rebalancing of 145 work stations, adding 8 new components

without increasing headcount

Machining Supervisor Nov

2001 - Jan 2005

Packaging Engineer Jan

2001 - Nov 2001

Screw Machining Supervisor July

1998 - Aug 1998

Material Handling Supervisor July

1997 - Jan 2001

Assembly Supervisor June

1995 - July 1997

EDUCATION

Michigan State University, East Lansing, Michigan

Executive MBA, Broad College of Business

May 2014, Candidate

Resonant Leadership Executive Training/Coaching, Cleveland, Ohio

Case Western Reserve University, Weatherhead School of Management

August 2011

Purdue University, West Lafayette, Indiana

Bachelor of Science, Organizational Leadership and Supervision

June 1995

TRAINING & RECOGNITION

Shingo Prize International Conference - Provo UT

May2013

ISO/ TS16949 Auditor Training Certification

March 2012

Project Management Training - Boston University Corporate Education Center

Sept 2011

United Way, Site Co-Champion at Associated Spring, Huron Valley Award of

Excellence Sept 2011

Barnes Group, Lean Leadership Program - Lean Enterprise Certification

June 2010

Dale Carnegie Management Course

April 2008

DiamlerChrysler, Lean Expert Training - Mercedes Production System.

Stuttgart, Germany April 2007

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