Plant Manager

JOHN T. KUHN

Canfield, OH *****

C 330-***-**** • H 330-***-****

ac8r8n@r.postjobfree.com • linkedin.com/in/johntkuhn

GENERAL MANAGER PLANT MANAGER

Broad-based manufacturing experience providing focused leadership, and proven problem-solving ability. Ensure effective communications and implemented exacting business strategy. Expertise in operations, finance, materials, engineering, maintenance, sales/customer services and purchasing. Demonstrated competencies:

Profit and Loss Responsibility

Six Sigma Green Belt

Lean Manufacturing Initiatives

JIT / Flow Manufacturing

Turnaround Management

Negotiating / Closing Contracts

Production Improvement

Metal Fabrication

Safety

Change Agent

Efficiency Improvement

ISO, QS, TS, AS, NADCAP

Union / Non-Union Operations

Customer Service

Project Management

PROFESSIONAL EXPERIENCE

COLUMBUS McKINNON CORPORATION, Salem, OH 2017 to 2019 Leading worldwide designer, manufacturer and marketer of engineered to order hoists, cranes, and material handling products, systems, and services.

Plant Manager

Led team of 40 union employees in a two-shift engineered-to-order manufacturing and assembly operation. Managed full P&L and budget for $22 million operation.

Improved operating efficiencies 22% in machining and 21% in assembly utilizing Lean Principles, holding employees accountable and engaging in process improvement KATA projects.

Reduced warranty cost as a percent of sales by 59%.

Reduced TRIR Rate 6.1 to 1.8 by formalizing plant safety committee, weekly safety shares with all employees, senior staff daily plant walk and engaging cooperation the union leadership.

Reduced scrap rate by 5% achieving a 0.0012% of annual sales.

Reduced customer complaints by 50% by reviewing and correcting BOMS, implementing APQP on new orders and coaching assembly team which resulted in less warranty re-work.

Maintained a 40% margin and met all financial KPI’s established by corporate and division.

FLOWLINE DIVISION, EZEFLOW USA, INC., New Castle, PA 2014 to 2016

Multi-national manufacturer of the most diversified fittings in North America for the oil and gas, mining, energy, and nuclear markets worldwide.

Vice President Operations

Led team of 120 employees in 3 shift operation $20 million manufacturing operation. Full P&L and budget responsibilities while directing and supporting policies, goals, and objectives as established by the Board.

23% improvement in operating efficiencies utilizing lean methods, employee accountability and creating a trust culture.

87% reduction in OSHA recordable incident and set “no lost work time” record of 475 days.

77% on-time delivery improvement by refocusing from high volume / high WIP to smaller batch lean methodology.

Reduced scrap as percent of sales by $475k while sales were in decline.

Introduced and championed start-up of a new ERP Platform integrating front office to production floor enabling communication between finance, engineering, sales, quality, scheduling, and collection of historical data.

Negotiated 20-month union contract holding health care costs in check while awarding COLA pay increase to employees.

Relocated Texas warehouse inventory to New Castle saving the company $250K annually.

1.6M reduction in annual production supplies by negotiating strategic partnerships with suppliers.

Privatized employee health care, saving the company $140K in first six months.

PIONEER CONVEYOR, LLC. Bruceton Mills, WV 2010 to 2014

Manufacturer of high-quality conveying systems and above ground material handling and processing equipment for coal, aggregate, and other material handling needs.

General Plant Manager

Led team of 80 employees in 24 / 7 manufacturing operation. Full P&L and budget responsibility for conveyor and auxiliary equipment manufacturing in $15 million operation. Full reporting authority from all functional departments.

Created positive culture by fostering facility-wide change that emphasized teamwork, root cause problem solving, greater levels of accountability and new commitments to customers

Implemented successful behavior-based safety and quality programs reducing TRIR from 8.2 to 1.1 and customer complaints by 23%.

Implemented the first strategic plan initiative, held quarterly reviews and shared information with all hourly and salaried employees.

Established performance baseline goals and employee accountability processes to achieve desired results.

Developed annual operating and sales budgets.

PCC AIRFOILS, LLC Minerva, OH 2007 - 2009

World-class foundry producer of commercial, military and land-based turbine engine blades and vanes.

Area Manager Central Manufacturing

Led onsite union team of 100 employees and two satellite operations of 100 non-union employees in 24 / 7 manufacturing operation. Full P&L and budget responsibility for post cast manufacturing in $275 million operation.

18% productivity improvement while sales were in decline by improving communication, developing specific accountability metrics, holding teams accountable, and implementing lean methodologies.

$3M reduction in inventories in seven months by identifying slow moving WIP, ensuring that product was worked and moved and identifying inventory as a key metric.

2.4M reduction in scrap as percent of sales annually by reviewing and updating manufacturing specifications, low cost equipment upgrades, employee training and supervisor support in holding employees accountable.

PTC ALLIANCE CORPORATION, Darlington, PA 2006 to 2007

World-class provider of DOM steel products for auto, truck, construction and oil well tubing markets.

Plant Manager

Led team of 60 employees in 24 / 7 manufacturing operation with full P&L and budget responsibilities for $40 million operation. Full reporting authority from all functional departments.

Improved plant productivity 16% while sales declined 18% by fostering a facility-wide change in culture that emphasized teamwork, root cause problem solving, greater levels of accountability, and commitment to customer.

Improved on-time delivery 30% by conducting daily stand-up meetings, walking the floor, communicating with team, implementing visual shop floor processes and other Lean initiatives.

Improved quality performance reducing PPM 18% by focusing on customer specifications, listening to customers and setting accountability objectives for team leaders and employees.

Reduced costs $1.5 million against volume-adjusted budget by closely monitoring costs, encouraging ownership of budgets, negotiating with suppliers, higher production yield and lower scrap.

Negotiated with union local to implement two-tier pay scale, agreed to neutrality language with local non-union sister plant, and signed off a light duty “return to work” policy reducing work comp rates. Estimated annual savings $500K.

METOKOTE CORPORATION, Lima, OH 2004 to 2006

World-class leader in advanced coating technologies for the automotive, truck, construction, and farm markets.

Plant Manager

Led team of 135 employees in 24 / 5 non-union coating operation with full P&L and budget responsibility for $15 million operation. Received TS-16949 and ISO 14001 certifications. Full reporting authority from all functional departments.

Increased plant productivity 14% while sales declined 17% by fostering facility wide-change in culture.

Improved on-time delivery 14% by implementing visual shop floor process and other Lean methodologies.

Reduced complaints 76% by listening to customers, meeting expectations and holding team accountable.

Improved safety/health performance 100% receiving one recordable incident in 13-month period.

Led Organization through restructuring process reducing costs $1.8 million annually, reducing 50 employees, shrinking plant footprint by and maximizing existing coating equipment.

COLUMBIAN CHEMICALS COMPANY, Proctor WV 2002 to 2004

World-class supplier of carbon black for tire, auto, laser ink, fuel cell and mechanical rubber markets.

General Manager

Previous Plant Manager WELLMAN PRODUCTS GROUP

EDUCATION

MBA, Executive Management, Ashland University, Ashland, OH

BS, Education and Psychology, California University of Pennsylvania, California, PA

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