Manager Plant
Resume:
Lawrence Smith
Email: *********@********.***
Address: **** *. **** **.
City: Sioux Falls
State: SD
Zip: 57106
Country: USA
Phone: 937-***-****
Skill Level: Management
Salary Range: $140,000
Willing to Relocate
Primary Skills/Experience:
See Resume
Educational Background:
See Resume
Job History / Details:
Lawrence Smith
7705 W. Leah St.
Sioux Falls South Dakota 57106
*********@********.***
SUMMARY
Lean Manufacturing Site Manager with demonstrated success leading production, quality, skill trades/facilities maintenance and PC&L. Technical expertise in Spray Coatings, CNC Machining, Compression Molding, SMC/BBC Manufacturing, Rubber molding and Rubber Manufacturing, Stamping, Painting, General Assembly, high speed packing equipment, soap manufacturing and experience with diverse problem solving and continuous improvement tools, including Six Sigma Black Belt Certification. Proven Track Record of leading organizations by building successful teams, establishing trust and integrity throughout the organization. Innovative strategist with proven ability to identify, launch and manage products and services in both emerging and established organizations. Demonstrated competence in start-ups, as well as Fortune 500 Organization.
PROFESSIONAL EXPERIENCE
ADAMS THERMAL
Business Unit Manager (Canton South Dakota) 2011-Present
Business Unit Manager of Adams Thermal Aluminum Vacuum Operation a privately owned business that`s one of the largest manufactures of thermal cooling systems for off road vehicles.
* In ten months have reduced scrap from 10.07% of cogs to 3.4% cogs a 68% improvement
* Increased productivity from 54% to 70% in ten months
* Improved customer satisfaction by improving on time delivery from 34% to 82% and improving PPM from 400 to 133.
SAINT BERNARD SOAP CO. 2009-2011
Plant Manager (Cincinnati Ohio)
Plant Manager of St. Bernard Soap Company (SBSC) - a subsidiary of Trillium - is North America`s largest bar soap contract manufacturer, providing high quality, low cost product to global consumer products companies. SBSC has become the exclusive manufacturer of many major bar soap brands in the United States and Canada and is the manufacturer of four of the top ten bar soap brands in the United States. Have full P&L management responsibility for the $248 million and 320 employees and planned staffed, budgeted and managed production, quality assurance, material/production control and engineering.
* Implemented Lean visual management system at floor level which led to improved productivity 25% in seven months.
* Identified process material losses in excess of $7mm annually.
* Develop lost teams with a target of 50% reduction in material losses ($3.5mm annually)
* Installed and implanted two new packing lines and in sourced all of Unilever 2000 product a $10mm increase in plant revenue.
Implemented 5`s for the entire site.
* Developed a management structure to manage day to day resources and assigned budget owner to drive P&L improvements.
DELPHI CORPORATION (Dayton, OH) 1995-2009
World`s largest automotive components supplier, spun off in 1998 from General Motors Corporation.
Operations Manager -- Brake Systems, Front and Rear Disc Pads, and Engine and Transmission Mounts
Manage five General Supervisors, 19 first-line supervisors, 350 collective bargaining unit operators and 80 skilled trade employees. Responsibilities include production planning, manufacturing, maintenance, quality, process engineering and shipping and receiving. Utilized Lean Principals Right Part Right time, Short Lead time, Built in Quality, Capacity Utilization and Resource Utilization to improve all areas of operations.
* Implemented TPM systems that included Total Quality Management (TQM), Total Productive Maintenance (TPM), using tools such as statistical analysis for identifying process variation, control charts, SPC, FEMAs, process mapping, 5S, fishbone, Pareto charts and Cost metrics to improve the following:
* Improved material handling by implementing a roll on roll-off delivery system which reduced head count 10% and generated an annual savings of $210,000.
* Implemented an operational availability system to immediately communicate operating metrics, resulting in more efficient use of the Lean Principles, thereby improving productivity.
* Utilized lean principles knowledge to improve Productivity and on time Delivery:
15 % productivity improvement in 2003 best of all US Delphi Operations.
9% productivity improvement in 2004.
5% productivity improvement in 2005 through 2007.
Lean and Six Sigma project improvements > $6mm
Reduced premium freight from over $95,000 to $1,500 in three years.
OEM delivery improvement from 7510 ppm to 677 ppm in two years.
* Improved quality at the point of manufacture by developing and enforcing standard work for first and second managers and the quality operators. Improved customer satisfaction:
2002 (118- PPM)
2003 (66- PPM)
2008 (1- PPM )
MONARCH MARKING SYSTEMS (Miamisburg, OH) 1989-1995
Supplier of labeling, marking and equipment to the retail industry.
Area Manager
Responsible for managing an Injection Molding Operation that contained 15 close-loop computer processor injection machines ranging from 24 to 500 tons. Responsible for managing a transfer-molding department which contained 10 presses. Responsibilities included manufacturing, quality, technical service and training.
* Implemented a material savings plan the first year that resulted in a $250,000 annual savings.
* Developed and implemented a scrap reduction plan in the transfer molding area that saved $400,000 annually.
* Improved operator standard work that led to improved operator utilization which allowed a head count reduction across all shifts with an annual savings of $200,000.
GILREATH INDUSTRIES (Bainbridge Georgia) 1987-1989
Automotive supplier of composite components to the Ford Corporation
Plant Superintendent
Total plant responsibility for production, quality and process engineering for a three shift operation that manufactured injection molding thermoplastic and thermo-set composite materials for the Automobile industry.
* Established a repair program for the thermo-set operation that reduced scrap by 30%.
* Redefined standard work for the operators that increased equipment uptime by 25%.
Navistar International Corp. (Columbus Ohio) 1980 - 1987
Area Manager
Area manager for a new facility start up where I was responsible for the launch of a 1.5 million- dollar mixing and (SMC) Sheet Molding Compound operation. Included in the launch was all training, departmental and quality procedures. I was instrumental in the start-up of the compression molding operation that ranged from 250 ton to 2500 ton presses where we molded one piece truck hoods, cabs, air foils and subcomponents.
* Managed and approved equipment installation and implemented equipment updates
* Developed all operating procedures and trained all operators which led to a successful start up.
EDUCATION/TRAINING
Central Michigan University (Mt. Pleasant Michigan)
MSA Organizational Management
Wilberforce University (Xenia, Ohio)
BS Business Management
Certification or Program
Six Sigma Black Belt Certification
Manufacturing Lean Academy Certification
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