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Manager Plant

Canton, Ohio, United States
August 15, 2018

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Scott Wood

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

North Canton, OH *4720



I am a result oriented, culture building, strategic leader who believes in building a collaborative environment that is based on trust and transparency. Experienced problem solver that uses lean principles and problem-solving techniques to increase throughput and minimize operating costs. Strengths consist of team building, strong interpersonal skills across all levels, and coaching and managing managers and shop floor associates.


Senior Production Specialist-Goodyear-Akron, OH, May 2015-present

Teach and Coach Supervisors and Team Members daily regarding process flow, and tactical and strategic problem-solving execution.

Teach and Coach Supervisors on Critical Conversations and corrective action countermeasures. Results have decreased downstream customer losses by 46%.

Plant Leader in Target Zero/Near Miss. Leveraging leading indicator analysis to reduce injuries by 50%.

Team Leader in problem solving (A3/5 Why/Fishbone) processes that have returned an increase in OEE by 6 %. Increased throughput by using data to conduct trend analysis that lead to countermeasures being implemented to increase throughput by 10%

Drive activities that involve facilitating development builds and trials, issuing product, process or material specifications, analyzing data, and conducting process and equipment trials related to improving manufacturing capability and competitiveness.

Develop and implement activities involving continuous improvement tools, analysis of product irregularities, recommending solutions and facilitating cost down initiatives related to improving product costs.

Research, analyze, identify and correct unacceptable performance through analysis and technical knowledge of the product and process including waste and cost reduction.

Current process analysis and work flow implementation will result in $400,000 annual savings in waste KPI.

DEC Champion- lead teams to understand DEC concepts. Drive process to sustainable phase of DEC process at the model machines.

PEC Team Leader- lead teams to understand the PEC concepts. Drive process to sustainable phase of PEC process for the ICM facility. Lead completion of measurable targets.

Continuous Improvement Specialist- Goodyear- Akron, OH, Jan 2013- May 2015

Responsible for leading, developing and assisting with Operational Excellence tools to improve all areas of manufacturing in our facility.

Lead the way in cost reductions, improvements to safety, quality and through-put for all assigned locations by using DMAIC and A3 processes.

Work with customers, suppliers, and all levels of management staff throughout the facility to ensure each department is in alignment of plant objectives

Responsible for managing multiple projects at the same time.

Projects netted a $750,000 annual cost savings.

Facilitate all improvement projects relating to safety, quality and productivity, which led to a reduction in safety metrics, an improvement in first-pass quality, a reduction in customer complaints/product waste, and an improvement in overall production through-put and efficiency.

Plant Superintendent- Goodyear- Union City, TN 2007- 20011

Lead a staff of 38 salaried managers and 700 hourly associates

Addressed bottlenecks and aligned plant operations

Led and mentored managers in the areas of operations, crucial and critical conversations, quality systems, and process flow.

Direct report to Plant Manager daily for plant operations alignment

Area Manager- Goodyear- Akron, OH-Union City, TN-Danville, VA 200*-****-**** - 2013

Increased productivity in each facility that I have worked at by an average of 10% using process analysis and problem-solving skills.

Created and implemented a floor plan that saved the company over $300,000 dollars in annual labor cost savings by reducing overtime hours

Plant Leader in cost savings. Managed two departments simultaneously that led to sustained productivity increases of 7 % in both departments

Align schedules to meet plant needs

Responsible for safety, quality, productivity, payroll

Operations Manager- FMC Corporation 2002 - 2004

Increased production by 12 % by understanding bottlenecks and implementing necessary countermeasures to facilitate process improvements

Decreased downtime by 30% by creating a weekly preventative maintenance program that yielded a $250,000 return on recoveries.

Reconciled Inventories using SAP system.

Managed 14 maintenance associates and 79 production employees


University of Phoenix

Bachelors of Science Communications December 2017

Associates of Arts in Business Foundations December 2013


United States Navy- Honorable discharge 1999


Problem Solving

Creative problem-solving training with the Creative Problem Solving Institute (CPSI)

Failure Mode Effects Analysis (FMEA) certification from OMNEX

A3 problem solving – Training through the Lean Enterprise Institute (LEI) and Goodyear

Convergent Diagnostics – Systematic approach for deriving causal indicators

5 Why/4M Fishbone

DMAIC process


Value Stream Mapping training with “Dugan Associates” Globally recognized for operational excellence

Training and certification of the SHINGO model through the “SHINGO Institution”

Facilitated a 3-day SHINGO training workshop

Lean manufacturing – Lean 101 training and on the floor experience

Operational excellence – Throughput optimization and minimization of variance

OEE data creation and analysis

Trend Analysis and countermeasure implementation

Continuous Improvement – Leader of small team improvements

Plant Optimization Academy- Facilitator training

Process Control-Scheduling systems

SOP and visual work instruction development

Maintaining and improving Process, Product and quality systems

Lead 5S events that assure standardization and help lead to process improvements

PSMS/MMIS/PPS scheduling systems

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