Operations Management

Dale M. McClelland

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

Chapin, SC 29036

Home 803-***-****

Cell 803-***-****

*******@*********.***

Career Objectives

To pursue a plant manager or director of operations position with a company

that is aggressive and world class in their products, business and

strategies. Utilize my skill sets and experience to be part of a team

which is successful.

Achieved Skill Sets

. 20+ years of successful operations management. Sales up to $90

million/year and 374 employees.

. Results driven leader. Proven track record of achieving operational

KPI's. Full P&L responsibility.

. Plant/Operations start-up experience.

. Successful implementation of Lean (Toyota Production System). Value

Stream Mapping, Standard Work, Kaizens, Material, Flow, and

Connections.

. Team Building/Motivational Skills. Creating an operational excellence

environment. Fair, Firm, Friendly.

. Quality Systems - QS-9000, ISO-9001, TS-16949, AS-9100.

. Material Systems - OPT, Oracle, SAP.

. Problem Solving - 8D, RCCM, Shainin. SPC (CPK, PPK, Capability,

Charts, Analysis, Data Collection)

. Financial Skills (P&L, Schedules, Cash Flow, Engineering Economics,

Capital Investment, Cost Systems)

. Engineering Skills (Design for Manufacturability, Project, New Product

Launch and Analysis)

. SPC (CPK, PPK, Capability, Charts, Analysis, Data Collection). Lean

Six Sigma experience.

. Aerospace, Automotive, Construction and Industrial Market and Product

Experience.

. Customer, Supplier and Vendor Relationships.

. Business planning/development.

Work Experience

Apex Tool Group, Lexington SC (March 2012 - Present)

Title: Operations Manager

. Scope: $80 million Sales, 200 employees, 250K sq-ft, highly

engineered pneumatic and electric power tools for Aerospace,

Automotive and GI.

. Operational Content: CNC Lathe, CNC Mill (4 & 5 axis)-VMC and HMC,

Broaching, Gear cutting, EDM, Heat Treat, Black Oxide, Anodize,

Finishing, CNC Grind (OD, ID, Thread and End), Hone, lap, Thermal

Deburr, Assembly and Final tool testing. High Mix, low volume

environment 50,000+ mfg items, average lot size 5 pc.

. Results: No LTA 60+ weeks, Internal failure reduced from 2.1% to 1.0%

of COGS, Improved productivity from 75% to 90%, OTD from 80% to 95%,

Past due reduction from $2.5 million to $100k, Inventory reduction of

30%. EBITDA improved from 36% to 40%.

. Individual Accomplishments:

o Apprentice program implemented to attract, train and retain

machinists. State of SC recognized four year journeyman program

designed based on demonstrated competencies achieved in

workplace by apprentice. Currently eight apprentices in program

that will receive journeyman certificates recognized by SC at

end of program.

o Creation of manufacturing cells in line with Lean Initiatives

(Material, Flow, Connections) to reduce lead-time, and focus on

Quality. (Rotor cell yielded completed components in 6 minutes

vs 2 weeks traditional)

o Lead 20+ kaizens for SMED, Standard work, 5S, Workplace

Instructions, and material movement.

o Established daily Gemba practices for accountability throughout

organization to drive PDCA culture. Cell level, Department

Level, and Plant Level.

o Established escalation procedure and policy to drive operation

excellence practices and support department engagement.

o Core competencies defined to stream line new capital investment

and outsourcing strategy.

o Lead assembly and testing automation project for 19 series

tools. Completed with internal resources to eliminate ergonomic

risk, improve testing capability and provide significant

productivity results.

Nasmyth Precision Products (NPP), Newberry SC (August 2007- March 2012)

Title: Operations Manager

. Scope: First USA Start-up operation for Nasmyth Group LTD UK ($120

million sales). First employee of NPP. Grew USA operation to $2.4

million sales/yr. Complex CNC machined electrical connectors from

engineered alloys (SS, Inconel, and Titanium) for Aerospace and

Defense industry. 15 direct employees, 3 staff employees, 7 CNC

machines.

. Operational Content: Twin Spindle - Twin Turret - Live Tooling CNC

Lathes, CNC VMC Mills (4 & 5 axis), In-Lathe Broaching, Passivation,

and Assembly. High production environment with prototyping

capabilities. Complex parts machined in one operation.

. Results: No LTA, 100% compliance on 1st piece part submissions, OTD

of 98%, Inventory levels at 3 days max maintained, AS-9100/ISO-9001

achieved, positive EBITDA in 2012.

. Individual Accomplishments:

o Business plan development for start-up. Markets, Customers,

Infra-structure, Employees, Equipment, Financial and

Regulatory. Financial plan detailed with sales, operational

expenses, profit/loss and cash flow requirements. Submission

and approval to parent company and financial institutions.

o Collaboration with "Ready_SC" for funding on start-up

expenses. Training, travel, and wage reimbursements were

coordinated.

o Selection of CNC machines, installation, turn-keys, and

financing. (Negotiated no cash down and no payments for 6

months).

o Selection of all employees for operations. 300+ resumes

initially submitted, narrowed to 30 interviews, and final

selection. Required recruitment from surrounding industries

to attract quality talent for start-up.

o Customer development for NPP. Customer visits, partnerships,

estimates, quoting, audits, and compliance. Major aerospace

customers and defense industries in USA were identified.

o Developed QMS System (Instructions, Documents, and Processes)

in flow chart format such that all requirements of AS-9100

and ISO-9001 could be achieved. QMS system was developed

internally and AS-9100/ISO-9001 accreditation achieved within

first year.

Komatsu, Newberry SC (August 2006- August 2007)

Title: Manufacturing Manager

. Scope: Komatsu Backhoe and Skid Steer manufacturing and assembly.

Plant sales of $300 million per year. Manufacturing included 150

direct employees (6 salary supervisors). Assembly line manufacturing

and sub assembly including fabrication welding, warehousing and

painting.

. Operational Content: Assembly lines, sub assembly, Robotic welding,

Large CNC VMC machining center, powder coat paint, dyno testing, and

final assembly.

. Results: No LTA, 1st year in plant history of making positive EDITDA,

Productivity increase of 30% by increasing daily output from

11units/day to 15 units/day with 30 less directs.

. Individual Accomplishments:

o Implemented Daily Gemba at end of shift with

Quality/Engineering/Materials functions to ensure assembly line

improvement plans. Identification of issues and accountability

to improvement actions on a daily basis. Suppliers with issues

were identified and required to give report outs.

o Standard work for assembly line stations and sub assembly.

Identified and eliminated waste. Assembly line balanced for

increased output.

o Fabrication check fixtures implemented to ensure quality

components to assembly. Design, calibration and implementation

of fixtures yielded significant decrease for assembly fit/form.

o Line-side component flow from warehouse via rack carts was

implemented to improve flow and eliminate waste. Material

management was made visual.

Timken (formerly Torrington), Clinton SC (May 1987- August 2006)

Title: Product Line Manager-Wheel Bearings/Steering Bearings (2001-

2006)

. Scope: WB/SB Business unit of $40 million sales/yr, 210 employees (15

salary). Precision wheel bearings and steering column bearings for

automotive industry. Responsible for full P&L for WB/SB business

unit. Organizational structure under PLM included engineering,

quality, materials, and human resources. High volume, low mix

environment directly to OEM's.

. Operational Content: Eyelet drawn presses, stamping presses,

choppers, roll burnish, Heat treat, copper plating, grinding (OD,

End), radius grind, finishing, hone, assembly, and testing.

. Results: Improved safety by 50% reduced LTA, Reduced internal quality

from 2000 ppm to 50 ppm, completed a lean transformation on WB product

line from a sell off business to an operational model of excellence.

Improved EBITDA from $5 million to $10 million.

. Individual Accomplishments:

o Championed Toyota Production System (TPS) for product line.

Operational goals were achieved by utilizing TPS tools and

philosophies such as eliminating waste, connecting processes,

fixing flow paths, and utilizing people as the corner stone.

Numerous Kaizen events were conducted to facilitate the changes,

and educated entire work force on new lean manufacturing

techniques. Successes include creation of manufacturing cells

utilizing simplistic automation and simultaneous operation

combination, implementation of pull systems, Standard work

definition, Visual feedback systems, and focus on daily problem

solving. Tools used included Value Stream Maps, Load Leveling,

Kanban, Gemba and Balance Tables

o Lead cross functional team for VA/VE changes on Wheel Bearing

design changes and implementation. New designed "Controlled

Stress" wheel bearing transformed traditional bearing design to

allow reduced stress on automotive solid rear axles and

elimination of axle warranty issues for end customers. Issue

was new design was not manufacturable and required process

development with "leading edge manufacturing techniques".

Success was achieved over 1.5 years and resulted in a "trade-

secret" awarded to team by president of company, 40% reduced

cost of manufacture, elimination of axle warranty issues for

customers, and awarded 100% of OEM business from big 3

automotive customers. Product line was a corporate model for

world class performance.

o Implemented "personalized identification system" on bearing

races to promote ownership in products and eliminate scrap.

System permitted employees to hard stamp their initials on

products produced as part of the date code material traceability

stamping. Low PPM defects were eliminated from assembly and

customer.

Title: Manufacturing Superintendent (1995-2001)

Responsibilities - Complete responsibility for Engineering,

Manufacturing, Maintenance, Product Control, Quality, and Human Resources

for Needle Bearing Product Line and Roller Line. Approximately $90 million

dollars of product produced per year, and 374 employees (31 salaried, and

343 hourly). Set overall direction for manufacturing portion of business

in alignment with divisional requirements, along with directing resources

for successful completion of the business plan. Manufacturing objectives

include schedule attainment, cost reduction, internal scrap reduction,

inventory reduction, prototype manufacturing (DFM Objectives), safe work

environment, QS-9000 Certification, and an issue free work environment.

Strategies include Kanban, OPT, SPC, Lean Manufacturing Techniques,

Maintenance Management, STOP Safety Program, 5S, and QOS.

Title: Sr. Project Engineer (1993-1995)

Project: Integrated Process Management - IPM is a special project to

attack variation that occurs within any manufacturing process. By

identifying key input variables into our process, putting standards on

them, training all employees, and monitoring our performance against these

standards, we can reduce variation in our process. Work center handbooks

were developed specifically detailing out KIV/KOV relationships. By

reducing this variation, we are able to reduce re-work, improve CPK's on

critical part characteristics, and reduce our internal failure rate by up

to 60%.

Title: Chief Engineer (1992-1993)

Project: Team Leader of 8D Problem Solving Team - This was a team

put together to address a major quality problem on a part we manufacture

for an automotive customer. The quality problem resulted in major delivery

problems and scrapping out parts at a rate of $10,000 per week. Our team

was successful in using the 8D approach in permanently solving this quality

problem, and has not had any problem since.

Title: Assistant Foreman for Centerless Grind Department (1990-1992)

Project: Implementation of Self-Directed Work Teams - This

department is the largest in the plant and contains 30,000 square feet, 100

hourly employees, 70 machines, and 6 supervisors. Project required

training and development of teams throughout entire department. Seven self

directed teams were established with job descriptions modified to establish

boundaries between the teams and management. Successful implementation was

approximately 1.5 years with three supervisors moving into technical

positions, scrap reduced by another $70,000, and the teams operating within

their responsibilities successfully. As the teams develop and grow they

will take on more responsibilities.

Project: Increased Life of Grind Spindles - Project involved

minimizing the overall cost of spindle charges in department. This was

accomplished by increasing the life on our center less grinding spindles

through proper fluid purification, preventative maintenance, spindle

handling, and spindle installation procedures. Overall controllable

performance for spindle charges was improved by $40,000 in 1991 due to

project results.

Title: Project Engineer Pin and Roller Product Line (1987-1990)

Project: Implementation of Changes to Baseline Grinding Technology -

Project required changing standard operating procedures to match revised

baseline grinding technology. Required retraining of operators and setters

on center less grinders and feedback on their performance. Project

optimized and standardized setups in the grind department which helped

reduce our scrap by $80,000/year.

Education

BSIE - Purdue University, Graduate of 1987

MBA - Clemson University, Graduate of 1990

Formal Training

University of Tennessee- Six sigma-SPC

Piedmont Tech- TQM-Total Quality Management

Piedmont Tech- Issue free management

Piedmont Tech- Regulatory-DHEC- Waste Treatment

Georgia Tech- OSHA & Machine Guarding

Greenville Tech- AutoCAD, Pro-Engineer

Greenville Tech- MS-office, Excel, Word, Project Management, Visio, Access

ISO Auditor Training

AS-9100 Training

8-D and Shainin Training

Error-Proof training

Contact this candidate