Customer Service Manufacturing

Kevin Feerick

**** *********** ****, ******* *******, IL 60008 847-***-**** (H) acqn18@r.postjobfree.com

EXECUTIVE SUMMARY

Twenty-two years of increasing responsibilities in industrial manufacturing and operational settings have provided for a great track record of operations management. Key strengths in the areas of vision, analytical skills, communication, leadership, and results oriented focus. Excellent coordination of manufacturing in many global facilities with an emphasis on customer service, profitability, cost reductions, product line moves, outsourcing non-core products, and plant rationalizations. Extensive experience in lean manufacturing, strategic business planning, financial evaluations, development and implementation of sales growth plans and acquisition strategies.

PROFESSIONAL EXPERIENCE

Rexnord Corp. Downers Grove, IL 2014-2015

Director of Operations

Operational responsibility for a $75M aerospace bearing and seal manufacturing company

Reduced seal product line past dues from over $1M to $130K

Implemented a new SIOP process for the operation, resulting in improved ability to predict machine capacity and labor requirements 6-12 months into the future

Developed and implemented a new Daily Management process

Added and trained twenty two new production associates in 3 month period of time in order to support increases in business, and position the business for 14% of bearing business growth.

Led three separate Shingijutsu Global Consulting kaizen events resulting in improved product flow, $300K reduction in scrap/rework costs, and $250K in direct labor reductions via productivity improvements.

Gemini, Inc. Cannon Falls, MN (Headquarters) 2013-2014

Vice President of Operations

Operational responsibility for an $85M industrial signage manufacturing company

Developed 5 year capacity and facilities expansion strategic plan to support continued growth of the business

Led the start-up of a new production operation for laser cut acrylic product in Texas location, supporting an additional $6M of sales expected over the next 3 years

Added another $6M of production capacity in existing facilities to keep up with annual growth

P&L responsibility for seven facilities in the US, Canada and Mexico

SKF USA, Elgin, IL (Seal Business Headquarters) 2004 - 2013

Director of Business Improvement & Development

Lead operational role in radial shaft seal business led to overall business unit management responsibilities including acquisitions, sales and business development activities

Acquisition Manager for $40M acquired Fluid Power seal company

Managed Financial Valuation Process

Integrated Financial, HR, Legal, Six-Sigma, and Manufacturing Strategies

Implemented $300K of cost reductions in the areas of direct materials, freight and financing

Led domestic and international revenue growth programs resulting in $3M in new business)

Managed sales, growth, and profitability of an additional $30M seal business in the US

Led 20% growth of new business initiatives with new products and customer interaction

Developed 5 year strategic plan for global off-highway seal business

Transitioned 70% of stamping purchases from MRP forecast to demand based “pull” process

Emerson Power Transmission, Aurora, IL and Valparaiso, IN (Headquarters) 1993 - 2004

Mounted and Unmounted Bearing Business ($225M)

Director of Manufacturing and Quality Assurance (2002-2004)

Aurora, IL; Morehead, KY; Guadalajara, Mexico; Valparaiso, IN; Monticello, IN; Taichung, Taiwan

Direct the manufacturing of many different power transmission products including mounted ball bearings, cam followers, spherical roller bearings, tapered roller bearings, aircraft bearings, sprockets, sheaves, hubs, bushings, gears, chain and couplings. Strategic business analyst leading to major operational changes:

Manage operational goals and programs in areas of customer satisfaction, inventory, profitability, asset management, and return on total capital (ROTC).

Responsible for Division-Wide Lean Manufacturing Program resulting in 3 straight years of 10%/year inventory turn improvements.

Manage $10M capital budget to sustain production and drive cost reductions through six facilities.

Moved $8M needle bearing product line from Indiana to Mexico resulting in $1.25M cost reduction.

Consolidated two plants in Valparaiso, Indiana into one resulting in $1.3M cost reduction.

Manager, Quality Assurance and Advanced Engineering (2000 to 2002)

Aurora, IL; Morehead, KY; Guadalajara, Mexico

Managed Quality Assurance, Manufacturing Engineering, Industrial Engineering, and special projects in the Mounted Bearing Business of EPT.

Reduced lead times from five weeks to five days and inventory by $600K on roller bearing product line using lean manufacturing strategies.

Managed operation-restructuring program in Mexico facility eliminating $900K in salary and improving overall management of facility.

Managed the outsourcing of manufactured products in support of core competency and financial strategies. Strategic outsourcing of $5M of manufacturing resulted in $600K of inventory reductions, $400K of fixed asset reductions, $1M capital expenditure avoidance, and $1M in annual cost reductions.

Moved $3M rod end product line from US to Mexico facility, resulting in $1M in annual savings.

Reduced lead times of rod end product line from 12 weeks to 5 weeks, and reduced inventory by $1M.

Obtained $2M of new business through contract manufacturing initiatives.

Manufacturing Engineering Manager, Aurora,IL (1996 to 1999)

Managed a diverse department of Manufacturing, Process, and Environmental Engineers with a wide variety of backgrounds and skill-sets. Complete transformation of the 300,000 square foot manufacturing infra-structure from an inflexible, long lead time, batch processing facility, into a lean, flexible, fast, cellular manufacturing plant.

Managed manufacturing and production activities for $30M of ball bearing product.

Overall implementation of lean/cellular manufacturing resulted in the conversion from seven batch operations to two manufacturing cells; lead times reduced from 60 days to 15 days; inventory reductions of $2.7M; $4M cost reductions of materials, labor and variable overhead expenses; and improvements in customer service fill rates from 80% to 95%.

Product Engineer / Application Engineer (1993 to 1996)

EDUCATION

Bachelor of Science, Mechanical Engineering, Marquette University, Milwaukee, Wisconsin 1992

MBA, Operations Management, DePaul University, Chicago, Illinois. March, 2006

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