Customer Service Continuous Improvement
Resume:
Scott McCorkle
Janesville, WI *****
****************@*****.***
GENERAL MANAGER
Excels At Leading & Improving Operations
Engaging, respected manager with extensive experience in directing production operations against aggressive quality, cost, time and customer requirements. Leverage Six Sigma Black and Green belt training to identify and capitalize on impactful process improvements. Collaborative mentor and supervisor skilled in positioning crew members for success.
AREAS OF EXPERTISE
Production Unit Leader Production Management Quality Assurance
Project Management Continuous Improvement Six Sigma & Kaizan Events
Training & Development Customer Service & Retention Inventory Control
PROFESSIONAL EXPERIENCE
AAE – American Aluminum Extrusion, Roscoe, IL 2016 - Present
General Manager
Manage a staff of how 6 direct reports and entire plant P&L. Develop cost savings and budget improvements for every department. Work with the department heads when putting improvements together and coordinate plant activities. Drive continuous improvement and optimization of all processes. Implement strategies in alignment with strategic initiatives and provide a clear sense of direction and focus. Collaborate with sales to develop company growth strategy and ISO system for entire company. Assist in writing and updating new employee handbook.
Developed policies and procedures, ensuring best practices were followed.
Improved production, assets capacity and flexibility while minimizing unnecessary costs and maintaining current quality standards.
Created systems and procedures that tracked and optimized productivity, standards, metrics, and performance targets, ensuring effective return on assets.
Rolled out employee bonus program, improving compensation plans and controlling costs.
Launched a new press line, assembling press staff and directing the training. Resolved issues, reducing downtime during the launch process.
Implemented a new inventory ticketing process eliminating hand written tags and reducing the amount of time spent doing physical inventory by 24-hrs. This has also allowed use of ERP system to track inventory that was not put in the system prior.
Increased pounds shipped by 2%, pounds booked to run per day 25%, and pounds produced off of presses 3% through process improvements. Conducted tests and measured product, ensuring that the product was quality. Cross trained staff so that if we had call-ins, we could use another person to run the operation, reducing down time.
Conducted root cause investigation by training staff on performing fishbone investigations. Reduced bowing and twist fall out for one customer by 10%, improving first time yield and production. Utilized this same method to deal with a customer rejection. Once the investigation was over, solutions were implemented, preventing any reoccurring issues with bent material.
S. McCorkle Page Two
SSI, Sintered Specialties, Janesville, WI 2013 -2016
Production Unit Leader
Directed daily operations, budget planning, capital spending, expense spending, setting and tracking metric targets, and developed staffing levels within high-volume production setting. Instrumental in all phases of new product launch, from inception through on-time delivery. Provided leadership, coaching, mentoring, and performance feedback for all team leaders and engineers within the production unit. Led the continuous improvement efforts for the production teams, including the implementation of Lean Manufacturing and Six Sigma initiatives/projects. Managed the launch of a new department.
Worked hand-in-hand with supporting departments such as Quality, Materials, and Manufacturing Engineering, ensuring attainment of key metrics.
Led the development of short-term and long-term manufacturing strategies and goals for the production area, aligning everything with the overall divisional strategies and goals.
Formed and implemented department-wide work standards, streamlining and optimizing operations.
Exceeded all department metrics, including scrap, OEE, expenses, labor efficiency, rejections, inventory turns, overtime and labor control by changing training program and successfully onboarding all new hires.
Contributed to Kaizen events catalyzing inventory reduction and improving production output.
Reduced scrap 5%, factory supply spending 4%, and overtime 5%, improving gross margin by 2% through standardizing the changeover process in-between shifts, reducing waste.
Liaised with customers, resolving customer complaints.
Hitachi, Greensburg, IN 2007 - 2013
Production Superintendent
Controlled production processes, new product launch and customer service functions. Championed the performance of the production area to key metrics, including scrap, OEE, safety, on-time delivery, training, overtime costs, and expense spending. Directed daily operations, budget planning, capital spending, expense spending, setting and tracking metric targets, and developing staffing levels within high-volume production setting.
Reported production results to executive management, ensuring transparency and accurate updates.
Cut scrap by 10 percent through projects focusing on training.
Increased OEE by 10 percent with projects focusing on change over reduction.
Lowered overtime due to production output improvements.
Devised work instructions and PM’s for new equipment.
Launched 4 new production lines making what product(s), increasing capacity and enabling the company to take on new business, meeting TS standards.
Served as company 5S champion, implementing lean manufacturing, reducing waste, improving processes.
ADDITIONAL RELEVANT EXPERIENCE
Hitachi (Continued)
Production Supervisor
Group Leader
Production Operator
EDUCATION
Bachelor of Science (BS) Business Management, Indiana Wesleyan University, Marion, IN
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