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Granger, In. 46530

Laurence Clements

Employment Summary

Excalibur Group

South Bend, In.

President

Acting as an interim production and operations manager for a flexible packaging company, implemented an integrated production scheduling process that increased on time delivery from 88% to 99% and reduced labor cost in excess of $1.25 million annually. For the same company, planned and oversaw the execution of a labor strike contingency plan allowing the plant to operate for 10 weeks while labor unions were on strike, resulting in management achieving its goals for contract concessions of over $1.5 million in annual labor benefits costs.

As project manager for an international gold mining company, led a team of 15 analysts and operations specialists to improve mining operations. Over the project life of one year, throughput increased from 2400 tons to 3800 tons per day while reducing mechanical downtime by 5% and headcount by 12%, using lean manufacturing and six sigma tools and techniques.

For an industrial metals parts fabricator, implemented a lean manufacturing program and a maintenance management program that reduced manufacturing cycle time from 15 weeks to 7 weeks.

As manufacturing project director, working for a business jet aircraft manufacturing client, re aligned the final assembly process of jet and turboprop business jets using lean methodologies to reduce wip by $30 mm and cycle time from 36 to 28 days. Responsible for the integration of material presentation, manufacturing and industrial engineering support and the training and coaching of the production mangers and supervision.

For a commercial ship repair and construction shipyard, led a combined project team of client and consultants. Developed and implemented a lean project management process connecting all the functions of customer contact from estimating through implementation into a single management process supported by a common work management system that allowed significantly faster turnaround of major ship repair projects. In dock time was reduced from 4 to 3 weeks allowing the shipyard to increase capacity and to extend their market.

Project director, working with a major northeastern electric utility implementing lean thinking work management methodologies in seven divisions of field operations and maintenance, spanning five states. Project was integrated with implementation of Peoplesoft ERP system. Responsible for the development and management of the integrated project approach. Coordinated senior management team to bring together seven different operating structures and management systems into a single unified management process.

Developed a capital projects management program for a major electric utility focused on implementing a Project Management approach to the scoping, development and implementation of major construction projects in a multi state environment. Led the organization development management team to restructure the functionally organized engineering and construction organizations into a project team matrix organization.

A. T. Kearney

Chicago, Ill.

Principal

As part of an international business transformation team, was the senior project manager in North America, implementing advanced lean operations and work flow management systems in maintenance and engine overhaul for a global manufacturer of industrial and commercial jet engines. Coordinated the scope development, project planning and implementation of major business processes in conjunction with an SAP system implementation.

Conducted Pre merger operations due diligence for an international paper products manufacturer. Trained and led teams of client senior managers on operations analyses for client mergers and acquisitions. Established the operations due diligence analysis and evaluation service offering for A.T. Kearney.

Gemini Consulting

Morristown, N.J.

Principal

As senior project manager, led a $13 million client engagement in process manufacturing consisting of a team of 85 consultants and clients. Managed the coordination of project implementation focused on aligning 4 independent plants into a single operations model. Implemented manufacturing work flow improvements focused on lean process and statistical process control, leading to an annual savings exceeding $80 million.

Collaborated with account management to sell an additional $37 million over 3 years

As operations member of a development team, launched a new business practice, growing from startup to 70 full time people and $40 million in annual sales in 2 years

Led client project in aerospace manufacturing that consolidated four plants in two over a 6 month schedule. Developed a rapid plant redeployment model for GEMINI as a result.

Morristown, N.J.

Senior Consultant

At a large, Midwest lead refinery, developed a statistical process control system that allowed shop floor employees to monitor, control and manage the flow and quality of finished products.

For a major chemicals company, compressed the new product development cycle from 4 years to 6 months through the introduction of an integrated product development program.

Re-engineered the procurement and materials management processes for a major business aircraft manufacturer, resulting in an 80% reduction in stock outs and a $4.5 million reduction in inventory

Reorganized the interiors engineering group of a major North American automotive manufacturer resulting in a 45% increase in engineering productivity.

Consultant

Implemented an engineering change control process for a major jet engine and aerospace manufacturer

Implemented production line balancing programs for a major NASA component supplier

Fox Stanley Photo Products

South Bend, In.

General Plant Manager

Planned and managed the consolidation of three district plants into a central region, reducing overhead costs by $250,000

Improved productivity 25% through focused production teams, raising the plant performance from 20th to 4th in 18 months

Senior site manager on a labor relations team that successfully confronted and defeated a Teamsters Union organizing campaign

Eastman Kodak

1974 – 1981 Rochester, N.Y.

Photofinishing Operations Consultant

Led field teams to analyze operations and environmental conditions of Kodak customers. Developed programs that averaged 15% improvements in productivity for customers

Developed capital investment models for market programs

1974 - 1978 Rochester, N.Y.

Industrial Engineer

Re-engineered functional operation of sheet film manufacturing, reducing inventories by $400,000, and improving productivity 15%.

Education

1973 – 1975 M.S. Industrial Engineering, Lehigh University, Bethlehem, Pa.

1968 – 1972 B.S. Industrial Engineering, Lehigh University, Bethlehem, Pa.

Interests

2017 – Past president Lean Division of the Institute of Industrial and Systems Engineers

2016 – President of the Lean Division of the Institute of Industrial and Systems Engineers

Montessori Academy Board of Directors, gardening, golf, skiing, sailing

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