Manager Manufacturing

Timothy Kelleher *************@***.***

**** ********** *****, **** *****, Illinois 60047 847-***-****

Vice President of Operations

Continuous Improvement / Strategic Planning / Lean Manufacturing / Change

Agent

Global Multi-Plant / Start-Ups / Team Building / Consolidations / Supply

Chain

Cost Reduction / Automation / Budgeting / Safety

Leading all aspects of manufacturing operations, my experience encompasses

plant startups, consolidations, and relocations. I have implemented cost

reduction programs, Lean manufacturing and Six Sigma processes to improve

profit margins, quality, cycle times, and overall operational efficiencies

across all manufacturing functions for small and large organizations in

diverse industries. I am particularly adept in:

o Identifying and turning around organizational deficiencies for bottom

line results

o Meeting competitive demands in low and high volume production settings

o Maximizing throughput, while overseeing multiple, international

facilities

o Designing and implementing performance improvement tools and models

o Leading, managing and mentoring high performance safety conscious

teams

I am known as a strong leader with the ability to make high-stakes

decisions that overcome complex business challenges to achieve short and

long-term goals. With well-honed communication skills, I work well across

all levels with genuine and sincere presence to get things done quickly,

while instilling Best Practices.

Selected Accomplishments

Utilized Lean manufacturing. With declining profit margins needed to

improve overall operations on PCTEL's mobile and infrastructure antenna

lines. Instituted Lean efforts including 5S, workflow redesign, raw

material Kanbans, and backflushing. Cut production cycle times from 10.5 to

3 days (88%) and direct labor costs 32%.

Established and grew operations. Joined Bell & Howell to startup

quality/materials function for complex high-speed mailing systems.

Developed quality function and basic materials management processes.

Hired/trained staff to expand production capability. Grew operation from

zero to $40M, while reducing defects 83% over four years.

Consolidated and relocated production lines. PCTEL acquired four (4)

antenna manufacturers and needed to consolidate operations. Assessed

product mix, examined cost profiles, optimized operations strategy,

completed plant layout, relocation plans, inventory reconciliation, etc.

Commenced shipments on time with minimal customer interruption, eliminated

duplicative functions and saved $700K in overhead costs.

Implemented pull manufacturing. Texas Instruments plant deployed

traditional batch/queue manufacturing. Developed strategy to institute pull

manufacturing on back-end assembly operations and implement in-process

Kanbans. Reduced production cycle times 70% while improving quality ppm 39%

and on-time shipments 14%.

Turned around inventory accuracy. Raw material inventory accuracy was below

70%, preventing timely customer service. Instituted inventory/material

control best practices, developed plan to include plant-wide training,

transactional processes, cycle count metrics, and warehouse accountability.

Raised accuracy to 96%+ in 1.5 years.

Cut costs, elevating gross margins. PCTEL wanted to increase gross margins.

Instituted cost reduction initiative across raw materials, assembly,

packaging, and automation. Outsourced low value-added sub assemblies,

consolidated supplier base and optimized global operational footprint.

Saved $4.5M, raising margins from ~26% to 35%.

Led successful plant start-ups. Led greenfield start-up for Bell & Howell

and successfully consolidated three (3) operations into one new facility

for PCTEL. Completed plant layout, move plans, hiring, ERP system data

load, inventory reconciliation, product training/qualification and org.

structure positioning for $50M business run rate. Commenced shipments as

scheduled without serious customer interruption.

Improved product quality. Out-going product quality was approx. 2700 ppm.

Formed cross-functional team, completed pareto analysis of warranty

defects, identified significant root causes, incorporated product quality

goals into team performance measurement system, error proofed precision

operations, and redefined process control roles. Overall product quality

improved to 586 ppm.

Career History

PCTEL, $70M communications equipment manufacturer

2005 to Present

VP, Manufacturing

Promoted to manage global manufacturing activities. Direct production

assembly, machining, warehouse, shipping, planning, supply chain,

manufacturing engineering, facilities and safety. Lead continuous

improvement initiatives across entire operation, including operations

strategy, Lean Manufacturing, automation projects, product quality, new

product introduction, resource development, inventory reduction, materials

management processes, budgeting and safety programs.

> Improved profit margins in a heightened competitive market; trained

core site management and resources in Lean and Six Sigma basic

techniques, completed pilot value stream mapping and workplace

redesign effort, and eliminated assembly waste across 12 production

departments.

> Led Lean manufacturing initiative; reduced production cycle times

88%, inventory levels 23%, and DL costs 32%, improved gross margin

9% while improving order fulfillment to 98%.

> Led cost improvement initiative, which yielded $4.5MM in annual

savings; outsourced low value-add sub-assemblies, streamlined bill of

materials/process flows, automation, and simplified assembly/packaging

processes.

> Improved inventory accuracy by 27% to 96%; improved raw material

inventory integrity and the ability to execute customer shipments

promptly, trained key material resources on comprehensive production

inventory control practices, developed an inventory record accuracy

plan, and instituted greater zone accountability within the

warehouse.

> Expanded Lean scope to include external Kanban replenishment, piloted

e-Kanban software with targeted supplier group; reduced raw material

inventory 18% in six months.

> Improved warranty product quality levels by 78% to 586 ppm in two

years; turned around customer dissatisfaction and interrupted product

installs, formed cross-functional team, completed pareto analysis of

warranty defects, identified significant root causes and implemented a

range of preventative actions.

> Manage 180 associates and $38M budget

Texas Instruments / Power Trends (electronics assembly)

1998 to 2005

Manager, Manufacturing Operations

Manage production, technical support, process/quality control, business

planning/ production control, inventory management, shipping and customer

service to support a three-shift, high-volume surface-mount electronic

module manufacture, and offshore assembly & test operations.

> Developed and implemented plant-wide performance metrics and

continuous improvement initiatives encompassing pull manufacturing,

defect/yield improvement, equipment performance, cost performance,

inventory levels and safety management programs.

> Created and initiated business forecasting, order acknowledgement,

capacity management, master planning, MRP, production/material control

and shipping processes for business unit.

> Manage 220 staff and $20M budget and direct offshore assembly

operation in Mexico.

Bell & Howell ($40M capital equipment manufacturer),

1993 to 1998

Operations Manager

Promoted to created and initiate manufacturing strategies, measurement

systems, plant-wide quality systems and safety and training processes.

Managed plant output in terms of revenue, quality results, cost and

delivery. Prepared and monitored approximately $5M in operating and capital

budgets. Recruited, trained and developed manufacturing, engineering, field

support and quality resource teams. Supervised technical service teams.

> Started up a complex high-speed mailing systems assembly plant; grew

it to $40M with an 83% improvement in product quality in four years.

> Reduced assembly cycle time of BH6000 system by 55% utilizing pull

manufacturing techniques.

> Developed and implemented a progressive safety program; led the plant

safety team to recognition as the benchmark safety program across the

corporation.

Materials Manager

1993 to 1994

Managed an $8MM inventory budget including physical inventory/cycle count

reconciliation.

Earlier career includes Quality Systems Manager for CYRO Industries ($150M

plastics manufacturer) and Production Manager for Verbatim, Eastman Kodak.

Education & Certifications

M.B.A. and Bachelor of Science in Manufacturing Technology

University of Limerick, Limerick, Ireland

Lean Bronze - Society of Manufacturing Engineers, 2011

Lean Manufacturing - University of Illinois, Chicago, 2004

Six Sigma Black Belt - American Society for Quality, 2004

Production & Inventory Management - APICS - The Association for Operations

Management

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