Darrel Havran 731-***-****

** ********* ****, *******, **, 38305 ac82ex@r.postjobfree.com

Summary

Experienced manager with over thirty years of business and manufacturing experience.

Strong change management background including plant start-up and relocation.

Skilled at using proven manufacturing process improvement techniques including lean manufacturing and utilizing employee involvement to drive change measured by KPI results.

Career History & Accomplishments

Unison Comfort Technologies Division of Greenheck Fan Company

2000-2018

Precision Coils - Plant Manager, January 2013 – October 2018

oManaged manufacturing, materials, scheduling, quality, logistics and safety

oDuring this time: Changed business from standard delivery to quick ship supplier. Transformed business unit from “conditional” supplier to “elite” supplier rating as rated by Greenheck Supplier Scorecard. Utilized 4DX principles to increase productivity by over 25% as measured by the KPI of sales dollars per labor hour worked.

oExternal quality costs were reduced by 67% versus the historical costs on the P&L by updating and creating new job standard procedures.

oLean manufacturing techniques put into place throughout facility to support the quality and productivity goals including 5S, kaizen and value stream mapping.

oMaintained one of the safest plants in the entire Greenheck Corporation.

oProduced two new product line offerings during the first three years.

Innovent Air Handling - Operations Manager, 2000 – 2010, SAP Team Lead, 2010- 2011, Service Manager, 2011 - 2012

oManaged purchasing, scheduling, quality, manufacturing, shipping and safety.

oIncreased throughput from 7.7M to 49.0M in the Minneapolis facility including two plant relocations and new product offerings in 9 years.

oOversaw start-up of second manufacturing facility in Rocklin, CA.

oNegotiated with current and new suppliers for improved pricing on raw materials.

oChanged manufacturing form “shear and press brake” to CNC controlled equipment allowing for complete redesign of products for lower costs and higher quality

oBid out shipping to lower costs and have trucking representative housed in our manufacturing space to coordinate all outbound freight.

oInstalled wall to wall SAP Project Systems including the following modules: Sales, VC (eng), PLM (drafting), PP (production planning), MM (materials management), MII (labor reporting), DIST (shipping), FI (finance), and CO (costing) Project was completed on-time and on budget utilizing the Innovent team, the GFC Core Team and E Logic Consultants in a nine month schedule

oUpdated and installed new policies covering cost control and pre-approval of all warranty work and restructured service department to include Controls Engineer position to greatly improve response to customers

oInstalled certified training sessions for representative sales group’s service technicians for start-up of newly installed equipment as well as warranty work to be completed by local technicians vs. flying service people from Minneapolis.

CES Division of Nortek 1995-1999

Director of Operational Improvements

oOversaw manufacturing operations and identified areas for improvement for three plants: Mammoth in Chaska, MN and Holland, MI and Governair in Oklahoma City, OK.

oOversaw the change-out of management of the MI and OK plants including the training of newly installed managers.

oCoordinated several cost saving projects including common color pre-paint metal for all plants and supplier reductions by utilizing purchasing power of all three locations to reduce cost.

oQuick turn relocation of Holland MI operations after fire destroyed plant.

USC Consulting Firm 1988-1995

Project Manager / Project Consultant

oConducted two week feasibility studies at Fortune 100 clients in North America and presented results in order to secure projects lasting from six months to one year at a cost of up to $2M.

oImplemented changes at client locations from front end through manufacturing operations delivering twenty percent plus tangible results Improvements in cycle time, order processing time, on-time shipments, efficiency, effectiveness driving through to the bottom line. ROI typically one year from start of project.

oClients included: Delta Faucet, Copeland Compressors, CES Group, Wausaw Metals Group, Brewer Titchner, York and Beldon Wire and Cable.

Guardian Glass 1981-1988

Quality Manager / Hot End Supervisor / Hot End Superintendent

oManufactured green automotive glass for both internal and external customers.

US Steel – Clairton Coke Works 1979-1981

Chemist / Weekend Supervisor

o Analyzed product chemical make-up and oversaw all labs and personnel on the week-ends.

Education

B.S. Degree in Chemistry 1979

University of Pittsburgh, Pittsburgh, PA

Additional Education

Lean Manufacturing 101, Greenheck GEMS program

Lean Manufacturing 201, Greenheck GEMS program

5S, Greenheck GEMS program

APICS member 1989 – 1995

oMRP certified

oJIT certified

References available upon request

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