Alexander Lavery 503-***-**** ac9m4w@r.postjobfree.com

oExperience Senior Manager in both Union and Non-Union Manufacturing Environments

oSkilled in the following industries:

oAutomotive; Food; Aerospace; Construction Products; Paper Conversion

Achievements:

Strategic:

oLead a Plant Performance Turnaround in Shanghai China by leading an International team of Manufacturing Experts. This improved on-time delivery, reduced customer impact and reduced expedited shipments to and from the facility.

oParticipate in SWOT analysis resulting in accurate statements of “future state” while providing guidelines on countermeasures as potential threats were identified.

oParticipate in Budget preparation including 2- and 5-year plan. The budget process provided a benchmark for performance, identified clear expectations that could be disseminated throughout the organization.

oDeveloped a succession plan for each leadership role. This allowed the development of both existing and new talent. It provided a means to identify skill sets to carry the business forward. It engaged folks in meeting their personal and professional goals.

oParticipate in executive review meetings from both a tactical and strategic perspective. Allows budget and strategic plans to be assessed against changing environments and to be living documents rather than a poster on the wall. This has resulted in reducing product variety due to identified future developments, reducing costs in anticipation of market changes

Capital Projects:

oProject Manager for $14.5 MM Capital spending over 4.5 years. Implemented entire new production systems and equipment as well as construction projects from quality labs to locker/facility rooms. Engaged in several remediation programs in an FDA approved facility.

oCoordinated manufacturing cell cradle to grave, resulting in successful Factory Acceptance Test and cell online on schedule.

oProcess and wastewater treatment install resulting in 65% reduction in wastewater haul due to reclaim. Reduced cost of removal, Hazard volume and water consumption.

oExecuted earthquake proofing for gas supply lines reducing insurance rates. System included an automated communication system to alert both onsite and offsite responders of potential triggers.

Safety:

oAchieved world class DART rate below 1.7; Incident rate below 3.9 (2014 industry statistics)

oIntroduced and lead implementation of STOP for Safety program in companies from 60 to 1000 people. As a result, reduced incident rates, lost time, improved attendance and improved insurance premiums

Quality:

oImproved alloy specification conformance from 78% to 97%. Resulting in improved machining, improved first pass quality and customer compliance. In addition, uptime was increased 15% due to less interruptions during production runs to modify alloy.

oImproved Gage capability, calibration and availability from 58% to 96%. As a result, improved first pass quality, layer audit performance, reduced variation of operator and audit findings and improved customer audit confidence which reduced the frequency and expense of customer audits.

oActively lead/supported open CAR and PAR review reducing open CAR/PAR’s by 97%.

oImplemented AIAG standards for Product development and new product introduction. This reduced the Leadtime to market for new products, reduced the historical cost or modification after implementation and provide OEM customer confidence.

oSuccessfully overturned significant negative ISO audit findings (2 Major; 5 Minors Findings). This resulted in full ISO certification which was then used to promote the company capabilities to existing and potential customers.

oLead, taught and mentored LEAN teams for over 20 years

Productivity:

oIntroduced visual management tools and Gemba walks to improve communication and make current state and future state available to everyone in the company. This allowed higher engagement by all involved resulting in improved EBIT by 28% over previous year.

oModifying the use of the A3 system from a static reporting system to the focused story board (goal-oriented discipline) provided dynamic goals provided ownership of safety, quality and productivity all the way through the organization. The resulting cost control reduced non-value-added activities and performance improvement resulting in improved cost to manufacture savings of $6MM to the bottom line.

oImproved scheduling visibility from 2 weeks to 8weeks allowing the supporting departments to ensure materials and supplies were available when needed. This reduced expediting (in and out) by $65K in the first year alone.

oVisual boards and short, daily, focused review meetings resulted in process definition and adherence improvement from 69% compliance to 98%. This was easily seen in the cost of manufacturing, first pass quality and OEE measurements.

oImproved Overall Equipment Effectiveness (OEE) from 59% to 82%.

oWeekly departmental review and monthly oversight evaluation of MRO stock in both volume and cost allowed a sustained reduction of over $1.9MM from previous year (27%).

oWeekly reporting of quality by defect and by product in conjunction with contingency planning through A3’s resulted in improved first pass from 72% to 92% measured to the bottom line as cost of quality.

Experience

Superwinch LLC reporting to CEO.

Manufacturing Manager Tualatin Oregon Aug 2017 – Feb 2019

Quality Manager

Manufacturing Engineering Manager

Facilities Manager

Safety Manager

The Home Depot

Sales Associate Oregon City Oregon Nov 2016 – Aug 2017

Consolidated Metco

Manufacturing Operations Manager Clackamas, Oregon May 2015 – April 2016

KS Kolbenschmidt

Operations Manager Marinette Wisconsin Feb 2013 – May 2015

Graphics Packaging International

Reliability Centered Maintenance Manager Portland Or. Dec 2011 – Jan 2013

Senior Leadership Team member

All Transmission Parts

Operations Manager reporting to GM

Safeway, Clackamas Milk Plant

Plant Engineer – Senior Leadership Team Clackamas Oregon 2006 – Aug 2010

Warn Industries:

Production Leader

Team Leader

Sr. Project Engineer

Manufacturing Eng.

Temco Metal Products

Plant Manager reporting to Owner

Manufacturing Engineer

Precision Castparts Corp.

Engineering Supervisor

Development Eng. (L4)

Part-Dimensional Eng.

IMI Titanium (PCT)

Project Engineer

Consolidate Metco Inc

Foundry Tooling Engineer

Pozzi Window & Bend Millwork Company

Custom Door and Window Designer

Education

BSc Production Management and Manufacturing Technology

Higher National Diploma Mechanical and Production Engineering (Equivalent to 3yr Bachelors)

Zenger Miller – Frontline Leadership. Also, Leadership 2000

Project Management – Utilizing Microsoft Project.

Quality Problem Solving techniques – Warn Industries

Lean Manufacturing Workshop – Gary Conner, winner of Shingo award – SME

Dale Carnegie – How to win friends and influence people

6 Sigma Certification – Green Belt: Cummins Engine Co.

Member Project Management Institute (PMI)

Senior Member Cmfge Society of Manufacturing Engineers

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