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Manager Sales

Butler County, Ohio, United States
April 15, 2018

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

Liberty Township, OH ****1

Kevin R. Walsh

Senior Plant/Operations Manager


Executive Profile

Possesses 15+ years of experience as a manufacturing leader for global, world-class organizations. Excels in planning and executing production line startups in fast-paced environments. Adept at enhancing processes, lowering costs, and guiding cohesive teams to meet/exceed company goals and ensure customer satisfaction. Applies strong interpersonal, communication, and listening skills to build rapport with all levels of stakeholders. Exhibits an exceptional work ethic. Willing to travel.

Areas of Expertise

Operations/Facility/Project Management Strategic Planning Profit/Loss Responsibility International Business

Lean Manufacturing Toyota Production System (TPS) TS 16949 ISO 9001/14001 Quality Control

Preventive Maintenance (PM) Total Productive Maintenance (TPM) Value Stream Mapping Workplace Safety

Supply Chain Inventory Control Purchasing Human Resources Labor Relations Team Restructuring/Coaching

Career Track

Plant Manager Jul 2016 to Present

Hayashi Telempu, Cincinnati, OH – A Tier 1 Acoustical products Automotive supplier

Direct manufacturing location with sales of $40 million, 4 direct reports, and 150 associates. Responsible for P&L and budgeting. Oversees the maintenance, engineering, production, Customer Service and purchasing groups.

Turned Profit within 8 months. Plant has lost money for over 20 years.

Achieved Scrap target within 6 months by implementing PM program on Back Coding process. (34%)

Reduced Customer PPM by enforcing standard work procedures. (225%)

Reduced Union Grievances by improving communications

Reduced Finished Goods inventory by reducing days on hand inventory. (27%)

Vice President of Manufacturing 2012 to Jun 2016

RADIAC ABRASIVES, Oswego, IL – a grinding wheel manufacturer within the $700M Tyrolit organization

Directs four North American manufacturing locations (three US, one Mexico) with sales of $120M, seven direct reports, and 600 associates. Holds responsibility for P&L and budgeting. Oversees the maintenance, engineering, production, and purchasing groups. Travels extensively to monitor plant performance and identify/resolve issues.

Prepared a five-year strategic plan for the organization from a manufacturing perspective, introduced a plant reporting process, and implemented SAP.

Saved $1M by cutting scrap from as high as 11.7% to 4% or less by utilizing all resources, reviewing daily scrap, identifying problem bonds, and replacing high-scrap products with low-scrap options.

Propelled on-time delivery KPI from as low as 73% with a 12-week lead time to 95%+ with an 8-week lead time.

Trimmed safety costs by 32% in two years by instituting a robust safety program; improved safety record of 69 recordable accidents and 28 lost time injuries in 2012 to 26 recordable accidents and 8 lost time injuries in 2015.

Reduced quality complaints from 2.25% in 2011 to less than 0.5% in 2015.

Transitioned several new products from the Austrian R&D group to the US market in 2014 and 2015.

Lowered costs through consolidation of four manufacturing sites to three.

Director of Operations 2010 to 2012

STANDARDAERO, Cincinnati, OH – a world-leading independent provider of aerospace maintenance, repair, and overhaul (MRO) services and partner with Dubai Aerospace Enterprises

Recruited to start up a new concept for the inspection of aerospace parts. Promoted after eight months to hold accountability for $70M+ in sales, ten direct reports, and 125 associates. Managed seven different cells in a 24/7 operation engaged in remanufacturing aerospace components. Conducted daily reviews of each cell’s on-time delivery and scrap results.

Improved customer deliveries from 300 late parts per day to less than 25 by instituting a part schedule by date.

Transformed start-to-finish on-time delivery in one cell from 15-20 days to 5 days within three months.

Reduced late orders in assigned area of responsibility from 150 to less than 15 on a daily average.

Vice President of Manufacturing Operations, North America 2005 to 2010

TYROLIT, LLC, Cincinnati, OH – a $700M Swarovski Group business and international manufacturer of engineered grinding wheel products for automotive, aerospace, and general applications

Recruited to fix multiple leadership and operational issues. Led two manufacturing facilities with sales of $50M+, six direct reports, and 200 associates. Held responsibility for P&L and budgeting as well as the maintenance, engineering, production, and purchasing groups.

Drove delivery KPI from 45% on-time in ten weeks to 95% on-time in 4 weeks by decreasing press changeover time, reducing WIP, and streamlining the press scheduling process using SMED principles.

Slashed annual scrap costs from $1.3M to less than $475K by minimizing or converting high-scrap bonds.

Earned BWC recognition for three consecutive years of safety-related cost reductions.

Appointed by the Tyrolit Board to serve on a due diligence team for major US acquisitions, including the purchase of Radiac Abrasives.

Designated project leader to consolidate/transfer products and equipment to Salem, IL following closure of the Cincinnati, OH facility, which was completed on time and under budget.

Production Manager, Radiator and Condenser Manufacturing 2004 to 2005

BEHR DAYTON THERMAL PRODUCTS, Dayton, OH – a $5B international Tier 1 supplier of automotive engine cooling products, headquartered in Germany

Directed area sales of $72M, six direct reports, and 110 employees in a unionized, two-shift operation.

Spearheaded the startup of condenser, radiator, and final assembly processes.

Trimmed scrap by 10% by introducing a robust process for cleaning oven pallets.

Reduced the leak rate from 1.6% to 0.7%.

Business Unit Manager, HVAC Assembly Area 1999 to 2003

VALEO CLIMATE CONTROL DIVISION, Cincinnati, OH – a $10B international Tier 1 supplier of automotive climate control products, headquartered in France

Maintained accountability for area sales of $160M, seven direct reports, and 165 associates. Participated in Hoshin activities to manage volume of products needed.

Seamlessly transferred seven assembly lines from Decatur, IL to Cincinnati, OH.

Planned and led the implementation of 5S, assembly line balancing, visual controls, and VPS.

Assistant Manager, Radiator and Heating Core Manufacturing Prior to 1999

DENSO MANUFACTURING MICHIGAN, INC., Battle Creek, MI – a $32B international Tier 1 supplier of automotive systems and components, headquartered in Japan

Oversaw $65M in area sales, nine direct reports, and 400 employees.

Orchestrated the startup of new processes for an aluminum heater core and a radiator.

Executed a project to slash inventory levels between Toyota and Denso by 350%.

Decreased vision failures and cut costs by $250K through effective design of experiments.

Played a key role in receiving a Quality Circle award at Honda.


Bachelor of Science in Business Administration, Kennedy-Western University

Leadership Training, Center for Creative Leadership

Management Skills Training, Denso

QS 9000 Internal Auditor Training, Denso

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