Manager Plant

Kevin M. Sheldon

***** ******** **** *****, ** **460 *********@***.***

330-***-****(Res.) 330-***-****(Cell)

EXPERTISE

Business Plan Deployment Managerial Courage Employee Empowerment

Continuous Improvement Lean Manufacturing Visual Management

Customer Focused Union Experience Product Launches

EXPERIENCE

Xaloy, Inc. Manufacturer of components for the Paper and Plastic Industry

New Castle, Pa August 2003 - Present

Position: Operations Manager responsible for Manufacturing, Engineering, Purchasing,

Quality and Continuous Improvement in 3 facilities. 15 salary and 150 hourly.

Achievements:

Increase on time delivery from 34% to 96% over 18 months.

Increased throughput by 22% from $8,500,000 to $10,400,000.

Implementation of ISO 9001 over 8 month period, zero non conformances on

certification audit and subsequent surveillance audits.

Restored profitability in 15 months after 5 years of losses. Gross Profit currently 20%.

Fort Wayne Foundry Manufacturer of automotive engine components for 85% of G.M. product

Fort Wayne, IN Dec. 1999- July 2003

Position: Plant Manager responsible for Manufacturing, Engineering, Purchasing, Quality and

Continuous Improvement. 30 salary and 180 hourly.

Reduced scrap from $1,000,000 per year to $400,000 per year over 3 years.

Increased uptime by 12% from 74 to 86% on Rotary Dial Machining Centers.

Improved Efficiency by 28% through Poke Yokes and Standardized Work.

Achieved profitability on $7,000,000 less in sales at $84,000,000 per year.

Won GM Supplier of the Year Award in 2000 and 2001.

Eaton Corporation Manufactured Torque Control Products for Automotive OEM and

Aftermarket

Marshall, MI Jan. 1996 – Nov. 1999

Position: Differential Factory Manager to Plant Manager responsible for Manufacturing,

Engineering, Purchasing, Quality and Continuous Improvement. 45 Salary and 450 hourly.

Increased productivity from 78% to 86%.

Reduced Quality defects to 110 PPM to 60 PPM.

Improved On Time Delivery from 83% to 93%.

Reduced absenteeism from 15% to 8% Casual.

Culture changes for 2nd oldest UAW local in Michigan, negotiated 5 year contract.

Implemented 5S, Visual Factory and Kaizen Teams.

Launched Aftermarket Manufacturing and Distribution for “Muscle Car” differentials

Kevin Sheldon Page 2

Independent Consultant

Plymouth Prowler Project Jan. 1994 - Nov. 1995

Position: Supplier development for 3 Tier 1 Suppliers to Daimler Chrysler.

Increased productivity to meet launch curve 50%, 66%, and 20% at respective

companies.

Reduced defects by 33%, 50%, and 85% respectively.

On Time Delivery of 95% from 75%.

Value Stream Analysis resulting in reprocessing of automotive body.

Worked with welding, fabricating, stamping, assembly, E coating, and painting

processes at 2 UAW facilities and 1 non-union facility.

Toyota Logistic Services Start up facility for PJJ program between G.M. and Toyota

Lordstown, OH Feb. 1991 – Dec. 1993

Position: Operations Manager

Wrote employee handbook.

100% delivery.

.05% absenteeism, 0 lost work days.

Maintained non-union environment.

Increased productivity 50% in 48 hour period to meet launch schedule.

General Extrusions 1978 - 1986

Youngstown, OH 1988 – 1991

Hourly to Quality Inspector to Supervisor to Shift Superintendent.

EDUCATION

Bellevue University Projected graduation Dec. 2010

Masters of Science in Organizational Performance

University of Cincinnati School of Law

Cincinnati, OH

66% Completion towards Juris Doctorate

Youngstown State University

Youngstown, OH

BA- Psychology, Business

Authored: Socio-economic Effects of the Japanese Management Style and

Selective Implementation into American Companies

Seminars: DDI- Empowering Employees Toyota- Lean Manufacturing

AIAG- QS 9000 Zenger-Miller Leadership

GM- Grievance Avoidance QS 9000 Internal Auditor

Kevin M. Sheldon

Partial List of Improvement Project List

Locking Differential Manual Assembly Line Improvement-

Utilized kaizen team event, standardized work, tact time tools.

Improved efficiency of operators from 450 to 1000 pieces per shift.

Reduced OSHA recordables from on average 1 per quarter to 0.

Capital investment of less than $20,000

Final Inspection of Intake Manifolds-

Utilized standardized work and employee empowerment

Reduced complaints from customer from 7 per month to 0.

Won Supplier of the Year

Production Floor scheduling of Custom engineered Products-

Utilized Visual Management, heijunka board, tact time to determine

customer delivery dates.

Improved On Time Delivery from 38% to 95% over 2 years.

Improved OEE for Machining Lines-

Utilized Kanban signals to call for help and reduce delays.

Improved from 74% to 86% efficiency.

Reduced movement of product within a facility by 200%

Utilized value stream mapping, kanbans, standardized work to improve

flow and reduce cycle times.

Reduced cycle times from 4 weeks to 1 week.

Implemented Workplace organization in machining and assembly environment.

Utilized 5S to organize workplace

Reduced WIP by 35%

Improved efficiency by 5%

Implemented inspection procedure for new hires.

Utilized Standardized work to implement inspection procedure for new

hire inspectors.

0 objective missed in 3 years of inspection.

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