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Manager Lean Manufacturing

Tooele, Utah, United States
January 31, 2018

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James A. Knight ***-435-***-****


With an established record of accomplished successes through leadership and team building, I have surpassed sales targets, streamlined operations and lowered costs while maximizing productivity. In each instance, I have maintained an uncompromising focus on high quality standards and safety, while driving bottom line profit. I have constructed, nurtured, motivated and developed skilled teams in an array of different industries, building a strong culture of achievement and success across multiple manufacturing locations.

Executive Leadership Competencies and Areas of Experiences

Operational Leadership P&L Management CAPEX planning and control Change Management Team Building Manufacturing Innovation Six Sigma/Lean Manufacturing Union Negotiation Food Production Automotive Manage Multiple Manufacturing Locations Strategy & Business Development Microsoft office programs. ERP systems, SAP and M3. Project Management


Designed and executed a Six Sigma/Lean manufacturing strategy and a 5-year engineering capital expenditure plan for multiple manufacturing locations with a focus on ROI. – Project Management

Drove plant efficiencies by improving KPI’s and reducing operational expenses (OPEX) by 20% in 2014 (In USA), trend since joining Skretting North America in 2011. 7% OPEX decrease in 2017 while increasing sales by 14%.

Initiated and led a manufacturing change management process which resulted in close to $1m annual OPEX savings while improving inventory control and accuracy.

Successfully led negotiations with the CAW Union, resulting in a successful agreement.

Skretting - General Manager/Operations Manager of USA Aug 2014 to Present

Tooele, Utah USA

Skretting is the global leader in providing in nutritional feed solutions for the aquaculture and pet feed industry. Operating under the parent company Nutreco with an annual revenue of about €5.7 billion and approximately 11,000 employees. Fish feed is made using extrusion, oil coating and dryer technologies.

P&L responsibility, exceeded EBIT target by 28% in first year, 20% in 2016 and target in 2017.

$ 50 million in annual revenue driving all aspects of the business, sales, supply chain, production.

Developed strategic vision/direction/training - to implement company strategy for long term, sustainable growth and succession planning.

I created a successful presentation to the executive board for an acquisition.

Drove sales targets year over year, 14% in 2017 with another 21% increase expected in 2018.

Managed Key Customer Accounts - developing close relationships with existing customers, identifying new opportunities and expanding existing partnerships resulting in increased sales.

Implemented/execute 5-year capital expenditure /engineering plan, multi-million-dollar projects.

Over 23% cost reduction in cost/per/unit using lean manufacturing techniques.

Expanded employee engagement to ensure success. Employee council, Culture Champion.

Skretting – Operations Manager of North America July 2011 to Jan 2017

Vancouver, British Columbia Canada

Created/managed a 5-year multi-million-dollar engineering capital expenditure plan to handle increased production volume/increased throughput and ROI of multiple manufacturing locations.

Supported product development via process innovation and installation of the latest technology.

Operational budget responsibility. (production planning, headcount, engineering and H&S).

19% increase in throughput in first year with the company, trend continued. (Promoted).

Strategic planning, implemented Six Sigma/Lean and included training/development of employees to guide the business to increased profitability. $250M in annual revenue.

Highly contributing member of the “Global Production Team”. Setting global KPI structure. Phone:001-435-***-****

Fibrex - Director of Operations Jan. 2008 to Feb 2011

Sarnia, Ontario Canada

Fibrex insulations is a leading North American manufacturer of mineral fiber insulation products serving the industrial, mechanical, commercial building, marine markets and greenhouse producers, with over 200 employees.

Responsible for operating budget of approx. 25 million, successfully coming in under budget.

Oversee all departments with focus on common goals to increase profitability.

Project manager, successful completed 5 multiple million shutdown projects on budget.

Drove Work-well (H&S program) injury prevention and wellness project to success.

Reduced down-day costs by $200,000.00 annually.

Set capacity and headcount/shift planning for the year. (200 plus unionized employees plus staff)

Cash Mold and Castings - Plant Manager Apr. 2006 to Dec. 2007

London, Ontario Canada

Mold design and manufacturing of graphite molds with CNC milling machines. Foundry ovens and equipment used to pour and form parts using zinc & alumina. Machined products using 3, 4, and 5-axis CNC milling machines, lathes for small & medium size runs, the company also produces many proto types requiring R&D tracking and PPAP documentation.

Recruited to resolve an outstanding production/timeline issue with General Motors.

Achieved almost 100% increase in productivity while reducing headcount.

Initiated and implemented a procedural timeline and reference system for new projects to monitor / control the internal processes that resulted in 100% on time completion.

Restructured production scheduling and improved process flow by revamping plant floor layout.

Responsible for quality, Health & Safety, production throughput and headcount.

Presentation and Interaction with customers from negotiating sale through launch to liaison.

General Motors – Production manager (assembly department). Sept. 2004 to Apr. 2006

Ingersoll, Ontario Canada

This is a high-paced automotive manufacturing environment for General Motors automotive. GM was producing the Chevy Equinox and Pontiac Torrent.

$1.2 million per/week increase in production sales volume by implementing programming change.

Launch team member developing production standards for Chevy Equinox and Pontiac Torrent.

Strategic short and long-term planning staffing assemble department. 330+ employees.

Provided leadership, counsel and performance reviews to 12 supervisors on job procedures, corrective actions, company policies, procedures and daily use of lean manufacturing.

Re-design of sequencing equipment to help prevent downtime on the I.P install area.

Worked with CAW Union to reduce the number of grievances.

Siemens VDO – Production Manager Sept.1999 to Aug 2004

London, Ontario Canada

I directed the manufacturing of armatures using stacker machines, winders, fusers, balancing equipment programs, stators using insertion machines. Assembly of HVAC motors for the auto-industry, as a tier 1 & 2 supplier; using online gauging, vision testing, sound-booths and insertion equipment

reassignment of responsibilities, which resulted in $800,000.00 opex cost savings.

Identified tag relief program resulting in $400.000.00 opex savings and reduced headcount by 8.

Diagnosed and improved a process engineering design resulting in improved process flow, estimated $15,000.00 cost savings and increased production.

Increased production on shift by 29.3% using lean manufacturing.

Highest production average of all shifts and production cells while maintaining 0 customer returns

Wrote and implemented a successful PM program for business unit using lean manufacturing. Phone:001-435-***-****

Hendrickson Springs – Production Supervisor July 1998 to Sept. 1999 Stratford, Ontario Canada

Overseen the manufacturing & assembly of flat-leaf, and parabolic taper-leaf springs for heavy-duty transportation applications, using steel sheers, preheat ovens, stamping dies, heat treat equipment, shot peen and finishing products such as paint booths, deburring tools and heat treat.

Reduced change-over times using lean manufacturing techniques.

Highest average production.

Successfully worked with members of United Steel Workers Union.

Ford Motor Company – Production Supervisor June 1993 to June 1998

Oakville, Ontario Canada

Directed the safe use of air guns, torque wrenches, impact tools, and diagnostics equipment; sequencing, assist arms and transfer tables to help meet daily production targets.

Worked in trim/chassis assembly areas installing sequenced instrument panels, tires and motors.

Daily use of lean manufacturing to improve plant performance.

Involved in closing of old vehicle (Ford, Taurus) and launch of new vehicle (Ford, Windstar).

Continuously moved to troubled areas to help resolve personnel and flow-through issues.

Successfully worked with CAW (Canadian Auto Workers) Union


McMaster University, Sociology- Fanshawe College, General Arts & Science - Texas A&M University – food manufacturing. Six Sigma Black Belt, APQP (Advance Product Quality Planning) - quality function deployment - Health & Safety competent person, first responder, lock-out etc. – HACCP, BAP, TS16949, QS 9000, ISO 14001, ISO 9001, SPC, GMP, FDA for drug/medicines.


Dr. Chris Beattie

Head of Aquaculture at Merck Animal Health – Chris managed James directly at Skretting.

“James Knight is truly a 21st Century Manager. His ability to identify process issues, work across departments and deliver results in a complex operational environment is second to none.”

Kipp Sylvester

Managing Principal at Spartina Management – Kipp manager James directly at Fibrex.

“Jim is target oriented and did what it took to get things done. This was done in a way that empowered those that worked for him. We were operating in a very challenging environment with facilities that ran 24/7. I could count on Jim to be there.”

Pamela Saravia

Process - Project Engineer – Pamela reported directly to James

“Without a doubt, Jim has been the best Manager I have had the pleasure to work for, and I’m talking almost 30 years of work including some big corporations. You don’t often see one person with the skills combination he has: good communication, great humor, he can delegate and follow up on tasks with that computer system he mastered ;-) ... thank you Jim, for your vision, your trust, and your way to empower and motivate to go for more, but most of all, thank you for always listening when I told you it was going to take more than a week to be completed.”

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