Manager Plant
Resume:
Ryan Richards
Email: *********@********.***
Address: ***** ****** ***** *****
City: Plainfield
State: IL
Zip: 60544
Country: USA
Phone: 312-***-****
Skill Level: Director
Salary Range: $150,000
Primary Skills/Experience:
See Resume
Educational Background:
See Resume
Job History / Details:
Ryan Richards
24261 Golden Eagle Drive
Plainfield, IL 60544
Email: *********@********.*** (personal)
Summary:
A strong manager with 15 years of progressive responsibility in operations and Plant Management in the U.S. Has managed projects in major cost reduction, productivity improvements, site turnarounds, and site relocations. Has extensive experience in planning, leading, and facilitating Continuous Improvement Kaizen Events globally. Is metric driven and skilled and generating and executing detailed action plans to meet goals so the business will win in the market place through total customer satisfaction.
Professional Experience:
FLUID MANAGEMENT INC.
May 2012-Oct 2012
Vice President of Operations, Wheeling, IL
Aug 2012 - Oct 2012
* Responsible for Operations, Procurement, Operational Excellence, MFG Engineering, Shipping & Receiving, and Planning
* Led implementation of new Kanban system that improve turns by 2 over a 3 month period, reducing inventory $ by over $1M
* Facilitated 3 Kaizen events from August - October which reduced man hours/machine by 45%
* Created an improved visual management system as well as a daily walking production meeting
* Tracked KPI`s (SQDCG) and wrote root cause countermeasures using the 5 whys
Director of Operational Excellence, Wheeling, IL
May 2012 - Aug 2012
* Implemented Kaizen War Room to track event preparation, execution, and follow up and sustainment
* Led and facilitated 4 Kaizen events while training two other individuals to do the same
* ATR line Standard Work produced a productivity improvement going from 8 man hours/machine to 4.6 hours/machine
* Led effort to create Value Engineering team to lower cost and increase value
* Tracked and supported project funnels in NPD, Innovation, Value Engineering, and PPV
CRANE CO
March 2006-May 2012
Site Leader, Bolingbrook, IL Oct 2010 - May 2012
* Zero lost time accidents in 2011.
* COPQ reduced by 3% in 2011.
* Achieved record sales and operating profit in 2011.
* Achieved record cash flow in 2011.
* Participated in or led 15 Kaizen events to achieve plant improvements.
* Numerous face to face meetings with vendors and customers to strengthen partnerships and reduce vendor lead times.
Site Leader, Marion, NC March 2006-Oct 2010
* Full responsibility for the site. Shared P&L responsibility.
* Led -Future Factory Vision- team to transform our production from 100% batch to true one piece flow production.
* Facilitated -Value Stream Linkage- team to link all aspects of the business for total customer satisfaction and growth.
* Led or facilitated Kaizen events resulting in pieces per man hour improvement of 50%, a headcount reduction of 30 over 1.5 years, a floor space reduction of 52%, a WIP inventory reduction of 73%, and an OTD improvement from 64% to 93%, across all events. Plant OTD stands at 94%.
* Achieved Crane Co. -Tool Champion- certification in Standard Work, VSM, and TPI..
* Continuous Improvement efforts along with hands on leadership helped the Marion site achieve record sales in 2006 and 2007. Record operating profit of 23.6% was achieved in 2008. 2009 operating profit was 23.4%.
DENTSPLY INTERNATIONAL, Professional Division
Jan 2005-March 2006
Operations Manager, Des Plaines, IL Jan 2005-March 2006
* Spearheaded the safety committee to develop metrics and action plans to decrease unsafe conditions in the facility. Along with the safety committee, started twice daily ergonomic exercise routine for assembly operations in 2005. OSHA recordable injuries decreased by 50% from 2004 to 2005. 50% of all injuries in 2004 were wrist related.
* Improved complete orders shipped service levels from 63% in 2004, to 90% in 2005.
* Increased units produced per operations employee from 62 in 2004, to 77 units per employee in 2005. Equates to an increase of 12% more revenue shipped with a decrease of nine production employees in 2005.
* Successfully lead seven Standard Work Kaizen events which together yielded a 44% improvement in productivity along with a 50% reduction in floor space needed to manufacture. Moved all 2nd floor cells to the 1st floor in May 2005.
* Facilitated three SMED, (Single Minute Exchange of Dies), set-up reduction events in 2005 which resulted in a 75% reduction in set-up time in critical cells.
* Successfully reorganized production supervision staff to eliminate one position. Savings to the company will be $100k (including fringe) in 2006.
JOSLYN MANUFACTURING Co, A Danaher Company
2000 - 2005
Plant Manager-Arrester Division, Franklin Park, IL
Aug 2003-Jan 2005
* Key team member in gathering information for, creating, and delivering presentations for the divestiture of Joslyn in November 2004.
* Led safety program, -Target Zero- which resulted in more than one year without a lost time injury from 2003 through 2004.
* Spearheaded quality initiative which resulted in an improvement from 58% usable yield, to 92% usable yield for MOV blocks.
* Improved OTD to 97% in 2003, with $0 in past due orders.
* Lead various DBS Kaizen teams, which increased productivity from 88% to 96% plant wide.
* Achieved Danaher Master Black Belt status in 5S, TPM, VSM, and Standard Work, and Kaizen leader status in TPI and SMED.
* Successfully instituted a -pay for skill- system and eliminated a seniority based pay program among the hourly associates.
Operations Manager-Arrester Division, Franklin Park, IL
Jan 2003-Aug 2003
* Instituted a safety awareness program in February 2003, which resulted in a decline in OSHA recordable injuries from 18, total year in 2002, to 6 through August in 2003.
* Used DBS tools to reduce scrap dollars in the Station Class cell by $10,000 annually.
* Consolidated and eliminated packaging excess in the Station Class cell resulting in a $15 savings per unit shipped.
* Combined the operations of two cells within Station Class, eliminating the need for 2 associates within the cell, and increasing productivity by 35%.
* Along with Operations Manager duties, acted as Production Supervisor for the Assembly plant.
* Reported directly to the President.
Manufacturing Manager-Hardware Finishing, Chicago, IL
Nov 2000-Jan 2003
* Lead 14 Standard Work Kaizen events in 2001-2002, achieving an average 30% improvement in productivity as well as reductions in floor space at an average of 57%.
* Key team member in an inventory reduction plan which brought finished goods and WIP inventory down to a record low of $2mm from $10mm.
* Directed cost control efforts during a 25% reduction in sales volume. Reduced spending by 30% without interrupting production, and decreased production variance by 50%.
* Developed quality control through the use of Poke-Yoke and Six Sigma principles. Participated in a Variance Reduction event that yielded a 75% reduction in scrap in Galvanizing, saving the company $1.8mm annually.
* Created and maintained SOP documents throughout Hardware Finishing to ensure repeatability in quality, delivery, and cost, as well as to ensure all training was well documented.
Production Team Leader, Chicago, IL
Feb 2000-Nov 2000
* Successfully restructured hourly wage scale from a seniority based program to a -pay for skill- program. Duties included designing the training schedule, calculating wage increase costs versus productivity gains, and presenting final package to the executive staff.
* Key team member in reducing past due dollars from a high of $1.2mm to $50k.
* Planned and lead Standard Work Kaizen events designed to bring operations together, decrease lead-time, and reduce head count. Teams yielded an average 5% decrease in lead-time, the reduction of 5 associates needed to maintain production, and an increase in production volume of 15%.
* Managed the implementation of Kanban between departments resulting in a 90% reduction in stock outs.
PELLA CORPORATION 1998 - 2000
Materials Scheduling Manager, Double Hung Plant, Pella, IA
Nov 1998-Feb 2000
* Managed all aspects of inventory and procurement of materials.
* Maintained stockroom accuracy at an average of 99.5%.
* Lead Continuous Improvement event with a vendor to set up daily material deliveries in the sequence that it would be produced on the assembly line. Resulted in a 75% reduction in inventory dollars while more that tripling inventory turns.
* Played a key role in maintaining a customer OTD of 98%. In 1999 the Double Hung Plant had 0 delinquent orders due to lack of material.
* Participated in, and lead Kaizen events, BPI (Business Process Improvements) events, and other Continuous Improvement events with TBM Consulting.
Cost Center Manager, Double Hung Plant, Pella, IA
Mar 1998-Nov 1998
* Hired, trained, supervised, and evaluated the safety, quality, and productivity of 25-35 people.
* Extensively trained in Continuous improvement, MDI (Managing For Daily Improvement), and Kaizen principles.
* Developed poke-yoke devices to mistake-proof processes.
* Lead regular safety and quality meetings with employees.
* Accomplished in Lean Manufacturing and JIT (Just In Time) production.
* Excelled in use of a manning matrix and working to cycle times.
GUARDIAN INDUSTRIES
1997 - 1998
Production Supervisor, DeWitt, IA
1997 - 1998
* Shift supervisor of shipping and receiving.
* Verified all shipments received and shipped out for accuracy of load and quality of product.
* Oversaw all operations of 8-10 people.
* Inventoried and ordered all packaging material used in logistics.
Education: BA Sport Management, St Ambrose University 1996
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