Lean Manufacturing Manager

JEREMY CLEMENS 586-***-**** ******.*******@*****.***

Senior Operations Leader

Deep functional expertise in Lean Manufacturing, Project Management, & Quality Systems. Grew revenue 50% in <5 years. Finished under budget $2.9M over 2 years. Opened 500K sq. ft. manufacturing facility in 1 year. Improved capital utilization 50% in 4 years.

Builds and leads world-class manufacturing and distributions organizations.

Drives continuous process improvements that slash operating costs and boost revenue.

Grows high-performing teams, streamlines operations, and optimizes productivity.

Manages organizational change and spearheads turnarounds that surpass business goals. Professional Experience

Phillips Manufacturing Inc., Omaha, NE & Niles, OH National manufacturer of building products such as drywall finishing, stucco finishing, and roofing. VP of Manufacturing & New Product Development (2012–2017) Managed P&L and led operations for 4 manufacturing facilities, 4 distribution warehouses, engineering and logistics teams. Initiated strategic acquisitions and facility relocations that increased capacity and improved throughput in all facilities. Spearheaded drastic overhaul and improvement of new product development process that grew revenue and positioned company as supplier of choice.

Boosted revenue 50% through new product launches and 2 major acquisitions.

Developed employee retention strategy that improved turnover 8% in 1 year.

Improved Key Performance Indicators (KPIs):

Reduced OSHA Total Incident Rate (TIR) from 9.6 to 3.8.

Decreased customer incidents 55%.

Lowered customer lead time from 5.2 to 3.3 days. OMCO

Largest custom roll forming company in US and manufacturer of assemblies for the solar industry. General Manager/Corporate Lean Director, Columbia City, IN (2011–2012) Promoted to open new 500K sq. ft. solar facility and manage product development process. Managed P&L and aligned plant infrastructure and operating methods with principles and best practices of Lean Manufacturing. Spearheaded and managed Lean Manufacturing efforts for all 3 OMCO facilities.

Achieved 27 engineering changes under budget and on time for customer builds.

Established self-directed work teams that led to 217% improvement of indirect to direct labor ratio compared to the Pierceton facility.

Built new logistics team that enabled company to ship internationally and increase business. Plant Operations Manager, Pierceton, IN (2009–2011) Directed 8 managers and 100+ plant employees through the transformation into a high-performing organization focused on customer service, employee development, and bottom-line results. Designed new organizational structure and performance metrics that drove behaviors supporting continuous improvement and Lean Manufacturing.

Implemented 5S workplace organizational methodology, leading to 150% increase in Overall Equipment Effectiveness (OEE).

Jeremy Clemens 586-***-**** ******.*******@*****.*** OMCO, Cont.

Improved additional KPIs:

Reduced OSHA TIR from 6.3 to 2.5.

Improved external Parts Per Million (PPM) 27%.

Reduced backlog 25% while reducing premium time. Noble International, Inc., Warren, MI

Global Tier 1 automotive supplier specializing in laser-welded products and metal-formed assemblies. Director of Non-Automotive Business Development – North America (2009) Director of Sales & Program Management – North America (2008) Director of Program Management (2006–2008)

Partnered with EVP of Product Development to develop the initial strategy for non-automotive business. Led business unit directors in developing strategic business plans and bidding/price negotiations. Realigned and developed 12 program managers responsible for 45+ programs.

Improved on-time performance 10% and budget performance 37% by implementing a new, robust program management system.

Pulllman Industries, Inc., (purchased by Noble International in 2006) Troy, MI Global Tier 1 automotive supplier of roll-forming applications and assemblies. Senior Program Manager (2004–2006)

Managed cross-functional team of 13 employees responsible for 7 critical programs supporting new vehicles launches with $48M budget and $120M annual revenue.

Completed projects under budget $2.9M over 2 years.

Met all customer milestones through risk management techniques and root cause analysis. Corporate Lean Manufacturing Manager (2000–2004)

Charged to implement Lean Manufacturing concepts from Toyota Production System (TPS) at manufacturing plants in U.S., Mexico, and Canada. Collaborated with executives to guarantee Lean Manufacturing was infused into company goals and strategies.

Designed and implemented the Pullman Production System (based on TPS) that led to

>$300K company-wide annual cost savings.

Improved capital utilization 50% on non-dedicated equipment through expedited changeover and breakdown prevention.

Midway Products Group, Inc., Monroe, MI

Tier 1 supplier of metal stampings and assemblies to Ford, GM, and Toyota. Operations Manager/Plant Superintendent (1999–2000) Lean Manufacturing Manager (1998–1999)

Corporate Quality Engineer/Quality Manager (1997–1998) Promoted through a series of increasingly responsible positions based on lean manufacturing expertise, strategic planning initiative, and exceptional customer service skills.

Led implementation of lean manufacturing concepts from TPS throughout company. Trained and developed Kaizen facilitators at 5 manufacturing plants. Prior professional experience includes 2 years as Quality Manager and Manufacturing Engineer, facilitating quality certifications and implementing standardization to enhance customer service. Education & Certification

BS – Mechanical Engineering, University of Dayton, Dayton, OH Six Sigma Black Belt Certified Quality Manager

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