Scott Goward

**** ******* *.*.

Grand Rapids, Mi. 49525

Home Phone 616-***-****

E-mail: acgbjt@r.postjobfree.com

SUMMARY:

Over 20 years of leadership experience in Manufacturing Operations, Safety/Environmental,

Quality Assurance, Production Scheduling, Human Resources, Shipping, Technical Services,

PM/TPM, ISO, Project Management, Lean Manufacturing/One Piece Flow and Six Sigma.

Knape and Vogt Manufacturing Company – Grand Rapids, MI

Value Stream Mgr.

Eastern Ave Facility This is a start-up facility for an acquisition/move that began in June 2013. I was

10/13 to 06/14 responsible for production of 3 existing departments that were moved from the main

plant as well as product moved from an acquired Canadian facility to Grand Rapids. The

move included 9 additional production lines across 2 shifts.

Hired and mentored 3 new Supervisors and a Continuous Improvement Specialist

Hourly staff of 100 mostly new employees

Worked with various functional areas to establish safety and quality protocols and

assembly processes.

Value Stream Mgr. Responsible for the Finishing areas encompassing Powder Coating and Electro Plating,

01/12 to 10/13 managing 5 Supervisors and 150 hourly employees across 3 shifts.

(Contract 01/12 to 05/12)

Reduction in Electro Plating downtime by 50%

Lean process improvement in Powder Coating resulting in approximately $40,000

annualized labor savings.

Nestle Waters North America – Stanwood, MI

Plant Manager

3/07 to 6/11 Responsible for all facets of the 24/7 bottling operation of 250 employees including

Operations, Safety/Health/Environmental, Quality Assurance, Technical Services and

Continuous Improvement. Dotted-line responsibility for Warehouse/Logistics,

Planning/Scheduling, Human Resources and Finance.

Sustained 6 years of zero Lost Time Injuries through consistent communication and

application of safe work practices.

Consistent achievement of high audit results from NSF and Nestle' Food Safety

Management System

ISO 14001, ISO 22000 and OHSAS 18001 Certifications

Consistently achieved customer service on-time delivery 98%+

Utilizing Six Sigma and Lean improvement processes; drove down manufacturing

costs in the areas of raw material, energy and labor for year over year savings

ranging from $500,000 to $2.8MM.

9/05 to 3/07 - Operations Manager

Responsible for the 24/7 production operation, including 2 Bulk HDPE, 7 PET bottling

lines and 4 injection molding presses. Led nine Supervisors overseeing 120 hourly

employees.

Improved plant performance from 68% to 73%.

Raised skill level of supervisor group through recruitment, hiring and strategic

placements.

Increased capacity through 2 additional high speed bottling lines and 2 injection

molding lines.

Hart & Cooley, Inc. – Holland, MI

Plant Manager

3/00 to 8/05 Responsible for all aspects of daily production involving 550 union employees over a 3-

shift operation. Furnished leadership for Operations, Inventory/Production Control,

Industrial Engineering, Plant Engineering, Technical Services, Quality Control, Human

Resources and Shipping.

Implemented Lean Manufacturing utilizing union team leaders to manage Cell

Design, Kanban and 5S.

Furnished production leadership for strategic product rationalization initiatives with

significant gross margin savings.

Reduced Finished Goods and WIP inventories by 25%.

Steady reduction in Safety Incident rate to a level of 25% less than industry average.

12/97 to 3/00 - Production Manager – Residential Products

Led the assembly, finishing and packaging of residential product line. Managed a team of

two Manufacturing Engineers, one Quality/Continuous Improvement Engineer, eight

Supervisors and approximately 250 production employees. Via a participatory approach,

led process improvements geared to maximize productivity, minimize costs and increase

capacities during steady growth years.

Implementation of “One Piece Flow” with a critical product line, which successfully

combined 3 operations, reducing lead times from days to hours and increasing

capacity on a bottleneck work center by 20%.

Reduced work-in-process inventories by 75%, saving relative inventory costs and

dramatically improving turn-around on stock-out items.

Combined operations on Mobile Home registers for annual savings of $100,000.

2/90 – 11/97 - Superintendent - Pressroom/B-vent Fabrication

Managed a metal stamping and roll forming area, as well as a metal fabrication area

producing B-vent gas chimney systems. Included 10 supervisors and 200 production

employees operating 24 hours a day. Was responsible for numerous improvements:

Led Hart & Cooley’s first Total Quality Management team, increasing productivity

on the Large Automatics by as much as 30% with minimal investment.

Reduced scrap in the B-vent production area by 33% totaling $150,000

Re-assignment of products to specific work centers, dedicating equipment by product

type and size reducing changeovers 60% to 75%.

10/88 – 1/90 - Inventory Control Manager

Responsible for 5 Controlled Stores areas, including 15 storekeepers and material

handlers, controlling $3 million in inventory. Through daily cycle counting we were able

to maintain perpetual accuracy to within 98%, eliminating the need for annual physical

inventories in these areas.

1/85 – 11/88- Production Control Coordinator

Planned and coordinated production in the residential assembly, finishing and packaging

areas.

EDUCATION

A.A.S., Industrial Technology - Grand Rapids Community College

B.B.A., Business Management - Davenport University

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