Manager Sales

LARRY CROWE

Email: mailto:*********@*****.***

Website: www.linkedin.com/in/larrycrowe

Phone: 405-***-****

Objective

A highly effective senior-level professional with experience managing complex operations in world-class organizations. Utilizes an employee engaged, data-driven approach to achieve continuous improvement in safety, quality, costs, and service. Extensive knowledge in broad-based industry sectors including Automotive, Oil & Gas and Custom Designed “Engineered to Order” products. Experience in large complex facility leadership as well as managing global programs and projects across multiple locations. Highly analytical with a sharp business acumen, adept at complex problem solving with collaborative team-based solutions. Proven ability to quickly analyze key business drivers and develop strategies to grow the bottom line.

“Larry is results driven and generates multiple solutions for issue resolutions. I highly recommend Larry based on his abilities and past performance” John Wuerth, Ford Motor Company.

Skills

Comprehensive Financial Controls (P&L)

Best Practices / Benchmarking

ISO Quality Management

Value Stream Mapping

Multi-Site Operations Management

Supply Chain Management

Lean/Six Sigma/TPM/TOC

Cost Reduction & Risk Mitigation

Turnaround Agent

Cross-Functional Leadership

Organizational Agility

High-Performance Teams

People Development/Engagement

Process Improvement

Operational Excellence

Work Experience

Nortek Air Solutions, Oklahoma City, Oklahoma

Director of Operations 2016 to 2017 – Reason for Leaving – Company purchased, corporate restructuring

Reporting to the Vice President/General Manager, directed, managed, and coordinated all aspects of operations for two manufacturing facilities located in Oklahoma City and Okarche, Oklahoma. Nortek Air Solution is the largest manufacturer of highly engineered custom designed commercial HVAC systems in North America. The two facilities encompassed a total of 389,000 sq. ft. of manufacturing footprint, with annual sales of $138M. Responsible for managing all aspects of strategic planning with accountability over environmental health and safety, engineering (EH&S), accounting, quality, procurement, material control, maintenance, continuous improvement and influence over sales. I had direct responsibility for 19 direct reports and 524 indirect reports

Implemented successful EHS best practices at both facilities resulting in an 85% reduction in recordable incidents at both locations

Established new scheduling procedures designed for Engineered to Order manufacturing process. OTD improved 12% from 85% to 97%

Compiled data-driven analysis of actual sales performance and bottom line financial performance. The analysis provided a detailed summary of profit margins for each product line, average sales dollars per unit and planned labor hr. vs complexity. This resulted in eliminating two low margin product lines from our portfolio

Hired new manufacturing engineering team and focused on operational goals to deliver results. Achieved notable improvements in safety, quality, lead-times, and productivity.

Operating Earnings improved 12% overall

Established a temporary employee business model at each site resulting in an annual savings of $312K in health insurance costs

Increased monthly revenue by $200K in loose coil sales through process improvements and efficiency gains

Weatherford, Huntsville, Texas

General Manager 2015 to 2016 – Reason for Leaving – Recruited by Nortek

Recruited by the company to develop and implement a turnaround strategy at the thirty-five-acre manufacturing campus located in Huntsville, Texas. The campus is one of two Weatherford locations in the world responsible for the manufacture and testing of the patented Weatherford Liner Hanger Systems. This location supports all of Weatherford’s customers located in the Western Hemisphere and represents an annual spend of 93 million dollars. I am responsible for fourteen direct reports and two hundred twenty-nine indirect reports in safety, finance, planning, materials management, engineering, manufacturing, quality, prototype build, customer service, sales and maintenance. I initiated a major paradigm shift in the customer relationship management process which resulted in a realignment of manufacturing with market demand and customer expectations. Established processes designed to reduce safety incidents, improve customer satisfaction by reducing non-conformances and scrap while improving on-time delivery and lead-time. In addition to this, developed and implemented systems to drive improvements in operating efficiency, job cost variance and net manufacturing costs across the entire value stream. Below is a portion of the improvements realized by my team while under my leadership:

Reduced recordable incidents from 5 in 2014 to 0 YTD in 2015

Improved FPY (first Pass yield) 13.8% from 82.6% in 2014 to 94.8% YTD 2015

Improved NCR (non-conformance Rate) 56% from 13.6% to 5.92% YTD 2015

Improved scrap rate 80% from 3.02% to .59% YTD 2015

Reduced NCR Rate from worst two suppliers from 62 & 40 NCR’s to zero YTD 2015

Improved OTD (on-time delivery) 19% from 80% to 95% YTD 2015

Improved supplier 16% on OTD from 82% to 95% YTD 2015

Improved Operating Efficiency 13% from 89.1% to 93.6% YTD 2015

Reduced overall lead time on customer orders 50% from 16 weeks to 8 weeks YTD 2015

Reduced JCV (job cost variance) 85% from $924,737 to $132,764 YTD 2015

Reduced COGS (cost of goods sold) 52% from $42,360,195.12 to $20,282,529.21 YTD 2015

Improved JCV% COGS 70% from 2.18% to .65% YTD 2015

Reduced Gross Expenses/Head 18% from 11,102.09 to $9095.21 YTD 2015

Vallourec, Houston, Texas

Plant Manager 2011 to 2015 Reason for Leaving – Recruited by Weatherford

Recruited by Vallourec to develop and implement Lean /Six Sigma methodologies across the entire value stream from the release of a customer order to the on-time delivery of the product. Accountable for the strategic deployment of these tools across various functions and departments, which have resulted in increased capacity, a reduction in overall lead time, a reduction in DPM and improved customer satisfaction while simultaneously increasing net profit. I have direct responsibility for four manufacturing locations across the Houston metropolitan area servicing the oil and gas industry. During the past three years, I have developed a highly motivated team which has been a major contributor to the company’s overall success. Listed below is a portion of the accomplishments achieved under my leadership:

Improved annual revenue by 34%

Improved contribution margin by 24.8%

Improved overall operator efficiency by 39.62%

Improved operator utilization by 47.71%

Improved EBIT % of sales from 24.40% to 37.80%

Improved “On Time Delivery” from 86% to 95%

Improved man hours /standard hours from 3.68 to 3.17

Achieved a $571,290.00 annual savings vs budget objective during my 1st 12 months

Collaborated with my master scheduler to develop a new scheduling tool designed to address the challenges associated with the tight deadlines and potential rig down concerns encountered by our customers

Developed and successfully executed single piece flow process reducing lead time on simple orders from 11 days to less than 5

Led and Achieved API, ISO9001, 140001, 18001 certifications for the facility

Goodman Manufacturing Company, Houston, Texas

Maintenance Manager 2006 to 2010

Directly responsible for the Cooling Plant Maintenance organization encompassing 3 direct, 52 indirect maintenance, 21 indirect tool and die shop machinist.

Ensured preventative and predictive maintenance schedules were executed to prevent unnecessary equipment downtime concerns. Improved the PM performance from 57% completed returned PMs to 97%. Developed the PM Scheduling Board Process in the Coil and Sheet Metal departments.

Reduced overtime percentage in the maintenance department by 31%.

Developed a spare parts inventory system resulting in a 32% reduction in indirect material cost.

Initiated cross-functional Equipment Focus Teams, which resulted in a 35% reduction in equipment downtime concerns on the run test and coil bender equipment.

Responsible for the installation of all new equipment related to the 5mm project in the Coil and Assembly departments.

Directly responsible for the ISO14001 certification process.

Implemented Lean 5s principles into the maintenance organization, which resulted in the maintenance department having the top 5s score across the plant during the 2009 calendar year.

Ford Motor Company, Chicago, Illinois

Operations Manager / Engineering Manager, 2001 to 2006

Directly accountable for the second shift operation of a 2.7 million square foot automotive manufacturing campus which employed twenty-six hundred unionized employees. This facility produced 350,000 units on an annual basis. I led the second shift management team in quality improvements, cost initiatives and safety adherence.

Direct responsibility for a 40.5M annual operating budget, capital project improvements and matrix responsibility for five multi-department managers and 1200 employees.

Led the Final Area Engineering group, which consisted of nine process and industrial engineers.

New Model Facility Launch Manager in charge of the most aggressive schedule of new equipment installation in corporate history.

Replaced 95% of the equipment because of requirements for new vehicles as well as a very aggressive capital budget refurbishment plan, which resulted in an $11.9 million-dollar investment to replace outdated equipment.

Responsible for the design reviews, equipment buy-offs, and installation of all required new model tooling in the final area of the plant. This equipment was installed over thirteen individual down weeks while the plant was still building the previous models.

Championed the climate control quality team developing a customer-focused warranty reduction plan resulting in a 42% improvement in one month in service and a 30% improvement in three months in service warranty.

Consistently increased production/performance metrics resulting in improving OEE by 25%, MTBF by 45%, MTTR by 15% and performance efficiency improved by 25%.

$289,000.00 favorable to the direct labor operating budget.

Ford Lean Manufacturing System (FPS) Plant Implementation Manager 1996 to 2001

Selected by corporate/plant management leadership to lead the Chicago assembly plant in the cultural transformation from a mass production process to a Lean/Six Sigma based manufacturing organization. Participated in a yearlong course on Lean/Six Sigma methodologies and the implementation process, which was taught by Ernst & Young. Once the training concluded, I returned to Chicago to select my implementation team prior to initiating the transformational change.

Established Lean self-directed work team based organization through the implementation of Lean and Six Sigma/TPM strategies which resulted in significant improvements in Safety, Quality, Delivery, Cost, Morale and the Environment.

Incorporated IAA’s (Initial Application Areas) in each department of the facility. These IAA’s would be utilized as training locations for each department as each element i.e. was introduced.

Collected data and developed “current state” value stream maps for each department highlighting each process step from the raw material deliveries through the shipment of finished vehicles. Utilized this data to identify areas of opportunities for continuous improvement activities.

Developed operator work balance charts identifying the value-added and non-value-added elements of each operation. Utilized this data to develop Kaizen events targeting the elimination of non-value-added elements in each area of the plant. These Kaizen events resulted in a direct labor reduction of 22% and a $1.5M annual savings.

Developed (QPS) operator instruction sheets detailing the most efficient method of completing the operation. This was accomplished utilizing teams of engineering and production associates from both production shifts and their respective supervisors. These instruction sheets also identified all PPE requirements, safety, and quality information.

Designed, purchased and installed production control boards through the facility. The control boards displayed actual vs target data pertaining to production totals by zone, department, and area, in addition to buffer totals and downtime by actual workstation name and location.

Implemented Poke-Yoke “error proofing” systems throughout the facility which was interfaced with the equipment, conveyors, and workstations as part of the “in-station quality control” process.

Developed cross-function teams from engineering, maintenance, quality to assist small workgroup teams to focus on top production related scrap issues captured an annual cost savings of $450K.

Developed and implemented Workgroup metric boards to track performance measures related to safety, quality, productivity, people, action plans, preventive maintenance information, DMAIC six panel charts, etc.

Created cross-functional TPM groups for equipment based workstations comprised of maintenance technicians, production associates, and maintenance engineers. Established baseline data and performance metrics for each workgroup. Initiated root cause analysis training to assist the teams in identifying the failure modes and assisted with developing and tracking corrective actions.

Implementation of synchronous material flow in all production areas. Introduced Kanban (Smart Card) system, marketplace and established material delivery strategies resulting in 47% reduction in line-side inventory levels. Established mix/max levels for each production part located at both line side and in the marketplace.

Successfully launched Lean/Six Sigma/TPM in Chicago, becoming the first Lean assembly plant in Ford Motor Company History. This manufacturing campus became the “Best Practice” site for Lean implementation throughout all of Ford Motor Company.

Additional Positions with Ford – Production Supt. Trim & Chassis Departments and Maintenance Manager

EDUCATION

B.S. Electrical Engineering Degree – Innova University

Lean/Six Sigma/TPM/TOC Certification - Ford Stability Academy, Dearborn, MI

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