Shawn Kirk

**** ******* ****

Vero Beach, FL ****3

P-772-***-**** E- ac2lzu@r.postjobfree.com

Summary

I am a self – disciplined hands on Senior Operations Manager experienced at managing multiple sites and delivering results in Safety, Quality, and Plant Performance across various technical disciplines. This has been achieved by utilizing LEAN manufacturing methodologies to lead cross functional teams. I have superior problem-solving skills and am capable of quickly leading teams to root cause analysis and actions to prevent reoccurrence. I have a proven track record with Plant Start Ups and Plant Turn Arounds and have consistently delivered improved safety results with Behavioral Based Programs. With an internal drive for continuous improvement and goal obtainment, I have developed the ability to communicate across all levels of an organization, create vision, and effectively implement best practices for the better of the business unit. I am often chosen to lead business critical operations and deliver significant improvements including P&L working with and leading cross functional teams. I have also led large Capital Projects in various roles including Area Supervisor, Project Manager (cradle to grave), Plant Manager and Director.

Experience

Boral North America 6/2006 – 9/2017 (Manufacture of various building products)

Boral Roofing – Manufacture of clay and concrete roof tile

Regional Director of Manufacturing – East (120 hourly employees, 4 direct, 6 dotted line reports)

6/2016 – 9/13/2017

In this role, I was responsible for all facets of the manufacturing and shipping in Florida and Texas which is comprised of 3 specific manufacturing facilities and 4 distribution / shipping locations. This region generates a Sales Revenue in excess of $50 Million and includes the business unit’s largest volume market. The initial portion of this assignment included turning around the Safety Performance and Quality Claims of the Florida operations, while also working with and leading cross functional teams to increase the facilities capacity. This includes the exiting of several site leaders, recruiting and hiring replacements and building a successful team. This has been accomplished all while hiring the correct leadership for the TX market to sustain the performance gains over the previous years.

Building the desired Zero Harm Safety Culture resulting in RIR reduction from 4 to 1

Reduction in customer quality claims of over 50% in a 6-month period

Successful recruiting, training and development of new Senior Site Leadership (Plant Managers) for 3 manufacturing facilities, as well as Maintenance Managers and Production Supervisors at various locations

Increase in plant volume of 10% without capital expenditures

Leadership and Execution of $6 million capital to increase site capacity including product redesign, new equipment installation, line modifications and new product launch

Development of strategic staffing and production plans associated with recent acquisition

Implementation of process and procedures to deliver significant reduction in standard cost variances

Establish superior rapport with Sales and Manufacturing

Multi – Plant Manager – Katy TX & Denver CO – concrete roof tile (65 hourly Employees, 3 direct, 1 dotted line report)

2/2015 – 6/2016

I was responsible for all aspects of both sites. In Denver, we changed out the management structure and I was responsible for rebuilding the team, focusing on building the desired Safety culture as well as a culture that engages in continues improvement. In addition to the rebuilding of the Staff we expanded operations by adding an additional shift and moving to a 7 day operation to meet customer demand.

Safety Improvements through the implementation of Best Practice and focus on behaviors

Customer Claim Reduction of 90%

Increase in plant production volume of 30%

Successful recruitment, training and development of new Senior Site Leadership (Plant Manager)

Plant Manager – Katy TX– concrete roof tile (50 hourly reports, 4 direct)

10/2013 – 9/2016

As the Plant Manager I was responsible for the Plant Turnaround in the division’s largest emerging market. This was accomplished by the implementation of Lean Manufacturing to change the culture of the facility, enabling it to achieve KPI’s. Areas of turn around included safety performance, customer complaints and quality issues, operating performance, as well as operating costs.

Build the desired Zero Harm Safety Culture – RIR from 3 to 0 over a two-year period

Develop rapport with the sales team and rebuild trust in the market

Achieved a customer claims reduction of 80%

Use Lean Methodologies to improve plant OEE (Operating Efficiency) – 15% increase

Reduced Product Cost 15% reduction over a 12-month period

Site Profitability moved from negative EBIT to positive during first year

Plant Manager – Ione CA - Clay Roof Tiles (34 hourly employees, 5 direct reports)

11/1/2010 – 10/1/13

As the Plant Manager, I was selected to transfer to this division to lead a $7.5M retooling of a $32M mothballed facility to produce a flat clay roof tile that was not produced anywhere in North America. This retooling not only included significant equipment purchases and installation, but also bringing the existing equipment up to a reliable condition. I was solely responsible for the staffing of the facility from the initial boots on the ground. This included supplier contacts, logistics, equipment readiness, site IT functions, project timeline development and execution as well as all site specific compliance programs including OSHA and environmental. Additionally, I was charged with the creation and execution of the facility staffing plan including management and technical positions as well as 34 hourly associates for a 24 hour, 7-day operation.

Significant accomplishments

Implementation of a LEAN Manufacturing Culture driven down to floor level management

oDevelopment of a sustainable 5’s program, Standard Work, OEE management, and TPM execution

Successful equipment start up and training of a workforce not familiar with clay operations

Creation of a positive culture with hourly workforce involvement to achieve company and site objectives

Development of a culture focused on safety widely driven up from floor level resulting in Zero LTI and 1 recordable in an 11 month period.

Integration of site during organizational restructuring resulting from a $75M acquisition of MonierLife Tile

Achievement of an aggressive facility operating budget for 11 consecutive months

Successful management of the color development process resulting in 5 blends for initial product launch

Significant rapport built with the internal sales group, as well as local community and business leaders

Boral Bricks Inc – Manufacture of clay brick

Plant Manager – Muskogee OK (50 hourly employees, 3 direct reports)

6/2006 – 11/2010

As the plant manager I had full responsibility and accountability for the Muskogee site. This included oversight of daily, monthly, and annual operations. This included areas from mining to shipping, budget preparation and control, safety performance and processes, plant quality, environmental oversight, short and long-term mining plans. Additionally, I was responsible for creating the long-term vision of the facility including development of 5-year strategic plans, product development, and developing a process to handle the management turn over the facility had experienced in the past.

Significant accomplishments

Implementation of a sustainable 5’s plan

Significant growth of an implemented BAPP (Behavioral Accident Prevention Process)

Year on Year Safety improvements including a RIR reduction from 5.57 to 0.

Increased machine utilization as a result of implementing a down time monitoring process

Year on Year reduction of variable costs; including a time period of significant industry downturn

Management, coordination of more than $2M in capital expenditures with no overages

Kohler Company 1/1999 – 6/2006 – Manufacture of ceramic bathroom fixtures

Staff Technical Analyst (Project Manager) - Kohler WI - Pottery

4/2004 - 6/2006

As the Staff Technical Analyst I contributed as a key role in continuous improvement, focusing primarily on equipment upgrades, new installations as well as modification to existing process and equipment. This included equipment and production cell specifications, cost justification and financials, vendor selection and negotiations. Projects included the purchase and installation of numerous spray robots, shuttle kilns, and ware handling equipment.

Kiln Supervisor - Kohler WI – Pottery (62 hourly union employees, 5 direct reports)

1/1999 - 4/2004

In the role of Kiln Supervisor responsibilities included overall efficient operation of the first fire and refire processes. This included departmental safety, cost, delivery and quality. Those metrics were achieved through the implementation of lean manufacturing, 5’s and ISO 9000. The kiln department included the operation of 7 tunnel kilns, 3 shuttle kilns, as well as load and unload crews. The department had a labor budget of more than $2.5M as well as a refractory budget more than $900K.

Significant Accomplishments at Kohler Company

Fuel Reductions totaling more than $1.2M annually

Labor Wage Reductions of more than $3 per a man hour

A-1 Grading increase of more than 15%

Impact on Cost per a Unit of more than $2.50 per a unit

Participated on numerous Kaizen and Six Sigma Teams

Acme Brick Company

Assistant Plant Superintendent - San Felipe Plant TX (last position held)

6/1993 - 1/1999

While with Acme Brick Company I held several positions. Those positions included Management Trainee, Regional Kiln and Dryer Technician, Kiln and Quality Control Supervisor, as well as Assistant Plant Superintendent.

Typical Duties and Responsibilities

Assist supervisors in departmental and personnel decisions

Production and process planning for large maintenance projects

Product Development

Assist in the development of mining plans

Safety Committee leader

Liaison between production and sales

Education

Hocking Technical College - Nelsonville Ohio

June 1993 - A.S. of Applied Science - Ceramic Technology (ABET / TAC Accredited)

Lakeland College

2004 - 2006 - Last Status - Junior (50 credit hours) Bachelor’s Business Administration

Professional and Personal Affiliations and Recognition

Greater Muskogee Chamber of Commerce – Past Board of Directors

Greater Muskogee Manufactures Alliance – Past Chairman

SW Section of the American Ceramic Society (ACerS)

Fraternal Order of Eagles (nonprofit charitable organization) – Past Trustee

Awarded 2008 “Safety Award” by the Established Industry Group of Muskogee

Awarded “Innovation in Safety” Award by Boral Industries

Awarded 2009 “Outstanding Community Leadership and Involvement”

Amador County Chamber of Commerce –Past Board Of Directors

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