Vice President of Operations/General Manager

William Scott Lewis

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

**** ****** ***** **** (M) 314-***-****

O’Fallon, Missouri 63368

CAREER PROFILE

15+ years of Manufacturing Management/Plant Operations, including Profit and Loss Responsibility

Excellent cross functional business acumen

Very effective change leader in an organization

Significant Strategic Planning experience

Experienced in LEAN, Six Sigma, Team Based Concept and 5S

Strong history of success in roles of increasing responsibility

Launch Manager for the introduction/implementation of new product launch

Successful history of cost reductions and sustained process improvements

Experience in both union and non-union environments

Excellent developmental skills

PROFESSIONAL EXPERIENCE

CAREER SUMMARY

Zone Enterprises, St Louis, Missouri 2012-Present

Vice President of Operations

Oversight of all operational activities of a $20mm family owned, multi site manufacturing and distribution company to meet top line growth and bottom line financial goals, keeping focus on scalability and sustainability.

Direct Reports include:

Plant Manager

Quality/Continuous Improvement Manager

Engineering Manager

Costing and Estimating Manager

Materials Manager

HR Manager

Profit and Loss responsibility for the company

Provide overall strategic direction for the Operations team

Participate in acquisition analysis

Develop Capital Spending plan for the Enterprise

Developed all KPIs for the company-From Enterprise to Plant Level

Train and Develop management team to metric driven culture

Developed and implemented LEAN transformation of company (currently in year 3)

Lead company to doubling of Net Income in 2 years (5% to 10.5% on nearly flat sales)

Developed organization chart and began succession planning program to prepare team for growth

Cooper B-Line, Highland, Illinois 2011-2012

Operations Director

Manage all Operational activities of a combined $140mm, 3 shift, 220 employee facility-including direct labor, continuous improvement, packaging/shipping/receiving.

Direct Reports include:

4 Value Stream Leaders

4 Production Planners

2 Packaging/Shipping/Receiving Supervisors

1 Continuous Improvement Manager

1 EHS Manager

Profit and Loss responsibility for the facility

Provide overall direction and leadership to the manufacturing floor

Staff level responsibility for the Operations performance of the facility

Analyze sales opportunities and provide feedback to the sales group

Scope Kaizen activity and provide linkage to overall company strategy

Coach Team in LEAN methodology, providing the tools for them to teach their respective teams

Mentor and develop rotational engineers who are part of Cooper’s Operations Leadership Program

Oversee Staffing and Personnel decisions for manufacturing (salary, direct and indirect labor)

Lead Kaizen event to achieve a 25% reduction in Direct Labor on the paint line within my first 45 days.

Watlow Electric, St Louis, Missouri

Operations Manager 2009-2011

Manage all manufacturing activities of the facility, including direct reports, continuous improvement, engineering and maintenance.

Direct Reports include:

2 Area Superintendants (each supervising 4 production supervisors)

1 Production Planner

6 Salaried Manufacturing Engineers

2 Quality Engineers

2 Continuous Improvement Engineers

1 Shipping Superintendant

Provide overall direction and leadership to the manufacturing floor

Staff level responsibility for the Operations performance of the facility

Analyze sales opportunities and provide feedback to the sales group

Scope Kaizen activity and provide linkage to overall company strategy

Coach Team in LEAN methodology, providing the tools for them to teach their respective teams

Mentor and develop rotational engineers who are part of Watlow’s Rotational Leadership Program

Oversee Staffing and Personnel decisions for manufacturing (both direct and indirect labor)

SOFP responsibility for manufacturing

Internal ISO auditor

Facilitate Practical Problem Solving trainings throughout Watlow’s North American Operations

Henniges Automotive, formerly GDX Automotive, New Haven, Missouri

Business Unit Manager 2007-2009

Manage all the production activities of the facility, including direct reports, engineering, and maintenance of a $90M non-union sealing systems plant

Direct Reports include:

4 Salaried Supervisors

1 Production Planner

1 Maintenance Manager

4 Salaried Manufacturing Engineers

4 Quality Engineers

Approximately 380 hourly team members

Provide overall direction and leadership to the production floor

Monitor, communicate and push Continuous Improvement on all performance metrics

Pareto problem areas and provide resources and guidance to address these areas in priority order

Support team environment and shared leadership culture

Develop team for future growth

Encourage and motivate teams to achieve productivity, scrap, 5S, and quality goals

Set example for 5S practices

Provide guidance for TS14969 and ISO 14002 metrics and audits

Report all performance metrics to all levels of the organization

Ensure timely completion of accident and near miss reports

Provide staff level management to all maintenance activities (facility and operational)

Oversee general housekeeping of facility

Anheuser-Busch Metal Container Corporation, Arnold Missouri

Facility Superintendant 2006 -2007

Managed daily activities for entire production department to achieve targeted goals (i.e. 9.2 million cans per day, zero safety issues, customer satisfaction ration of > 98.4%)

Worked closely with Management Team to maintain a safe and highly efficient work environment

Scheduled shifts to maximize performance, managing overtime, vacations and absences

Provided direction, coaching, counseling, and skill assessment to all Production and Maintenance Team Members

Conducted Performance Appraisals

Developed and maintain Standard Operating Procedures and insure their compliance

Assessed maintenance priorities to effectively limit downtime and achieve production goals

Drove process improvement activities; facilitate Process Improvement Teams when needed

Supervised all housekeeping and sanitation activities to exceed all food and beverage industry standards

Insured that strict customer focus is upheld in all plant activities

Lead in promoting the Team Concept in all plant activities

General Motors Corporation, Wentzville, Missouri

MY 2006 General Assembly Launch Manager 2004-2006

Developed and executed general assembly launch structure

Managed assets to operate well under the program budget

Responsible for final buyoff of processing of added 2006 build content for general assembly

Developed and managed training plan for general assembly team members and supervisors

Responsible for general facility readiness for MY2006

Planned and executed all build activities for general assembly

Managed general assembly safety and ergonomic reviews, including final buyoffs of all new safe use instructions

Co-lead Issue Resolution Team (IRT) in bi-weekly meetings to resolve product and engineering issues.

Developed Corporate Best Practice for use of Manufacturing Issues Database (MID)

Established roles and responsibilities for general assembly (UAW) subject matter experts

Established daily priorities for Launch Engineering Staff (both industrial and mechanical)

Responsible for forecasting and coordinating the necessary plant resources required during the launch (i.e. skilled trades, production assist operators)

Assisted Supplier Quality Representative with supplier risk assessments

Production Supervisor 2000 - 2004

Supervised daily activities for the 90+ UAW employees

Responsible for safety of employees

Interfaced with production and service personnel on technical production problems

Problem solved on daily build/production issues to determine root cause

Encouraged and maintained an open and effective union/management relationship

Maintained a very low grievance load

Trained, developed and evaluated new hourly team members

Addressed attendance and conduct issues with team members and the UAW

Assisted with training and developing of new supervisors

Maintain ISO 9002 and ISO 14001 compliance in areas of responsibility

Responsible for time and attendance on a daily basis

Increased “Uptime” in all areas of responsibility (Frame, line, engine line, cab set, engine set, fluid fill)

Training and Certification

Six Sigma Black Belt

LEAN Platinum Certified by the University of Iowa

Shingo Prize in Operations for Lean Excellence

7 Diamond Problem Solving Process Facilitator

Completed all trainings in ISO 14002 procedures

Completed training for ISO 14002 Internal Auditing

HAZMAT Training

Quality Network Problem Solving Course

Inaugural Member of General Motors Professional Managers Network (Vice-Chairman)

EDUCATION

Missouri State University, Bachelor of Science, May 1995

Fields(s) of Study: Sociology and Psychology

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