Manager Lean Manufacturing

MICHAEL J. PENDER

**** ****** ***** *****, 775-***-**** *************@*******.***

Sparks, NV 89436 www.linkedin.com/in/michaelpender SUMMARY

Proven Business Leader with a grounded, hands-on and collaborative style and a track record of quickly analyzing organizations, personnel, and processes to develop and implement insightful strategies to deliver tangible improvements. Effective team builder who engenders trust, motivates, and inspires, creating cultures where superior performance routinely exceeds goals - measureable via key performance indicators (KPI’s).

Communication, Team Building, Leadership

Continuous Improvement & Startup Scalability

Retain, Engage, Develop, & Empower Talent

Budgets, Cost Reduction, Operational Efficiency

Engineering, Technology, Manufacturing & Safety

Multicultural & Multidisciplinary Teams

EXPERIENCE

MANAGING DIRECTOR - POROUS POWER TECHNOLOGIES, PLYMOUTH MEETING, PA 2013 TO 2015 R&D 100 Award winning startup, designing and manufacturing components for the lithium ion battery industry. Recruited to rein in spending, increase accountability, and execute transition from technical R&D stage to commercial launch. Accountable to the Board of Directors and responsible for all company activities.

Coached and mentored leadership team, ensuring focus on consistently achieving financial & technical goals, restoring confidence among investors who increased their funding in 2014.

Reduced burn rate by 60% by conceiving and executing organizational and operational changes across 3 facilities in Pennsylvania, Colorado, and China,

Launched first commercial product in European, USA, and Asian markets in Jan 2014.

Reduced overall unit cost by 50% by identifying and implementing change from low priced manufacturing partner with poor cost controls to higher priced supplier with higher quality and yield.

Established local sales capabilities in China and advanced customer and partner relationships in USA, Switzerland, Germany, France, China, Taiwan, Japan, and Korea.

Established culture of intellectual honesty, fact-based & data driven, reversed trend of declining morale. DIRECTOR OF OPERATIONS - ELECTRATHERM, INC., RENO, NV 2012 TO 2013 Renewable/Green Energy Startup manufacturer of waste heat to power generation equipment. Recruited to ramp up manufacturing operations to meet anticipated market growth. Responsible for Production, Purchasing, Logistics, Quality, Testing, and Field Service Departments, with personnel based in US and Europe.

Drove Product Development changes to reduce labor by 48% and total cost by 35% per machine.

Increased production throughput by 500%+ thereby eliminating significant capital investments.

Streamlined product testing and eliminated bottleneck and reduced testing cycle-time by 93%.

Eliminated outsourcing to achieve lower costs, better cashflow, higher quality, and greater flexibility - yielding drastic reductions in field startup times (a couple of hours instead of days). VP & GM – QUAD GRAPHICS (FORMERLY WORLDCOLOR, QUEBECOR), VARIOUS LOCATIONS 21+ YEARS One of the world’s largest printing companies with 16,000 employees and 52 facilities in North America. Vice President / General Manager (Plant Manager) - Fernley, NV 2005 to 2011 P&L responsibility for a 460,000 sq ft ISO certified manufacturing plant - 240 employees. Turned around a plant with low morale, poor performance, and poor safety record. Restructured, mentored and coached, building a collaborative leadership team that engaged and empowered employees to consistently exceed expectations.

Consistently exceeded budgeted earnings despite significant declines in volume. Constant focus on productivity and cost control using Lean Manufacturing principles produced one of the best cost structures in the platform despite having the shortest run length (55% of average), shipping millions of pieces daily.

Increased productivity 30+% by implementing practices for employee engagement, training, hiring, 6S, and equipment maintenance. Maintained high uptime despite 40% drop in run length, achieving double digit improvement in throughput, waste, and crew size while reducing employee turnover by 50%. M I C H A E L P E N D E R P A G E 2

Reduced workers compensation cost by 82% ($1M+) & OSHA recordables by 78% over 5 years.

Drove safety (EHS) as a high priority down through the organization and established companywide best practices for various programs (observations, guarding, arc flash, etc). Scored highest of all plants in corporate safety audit each of the last 3 years, exceeding other locations by as much as 80%.

Fostered a “firm but fair” relationship with the union (Teamsters) and engendered an environment of trust with employees as evidenced by their voting 85% in favor of pay cuts in 2009 and then decertifying the Teamsters union in a landslide vote in 2010.

Ensured full environmental compliance, improving some emission control systems tenfold. Achieved efficiencies over 99.98% making Fernley the most environmentally efficient facility in the industry! Plant Manager - Dickson, TN 2004 to 2005

Responsible for daily operations of 250,000 sq ft facility, 360 employees.

Restructured management team to address accountability, morale, performance, and other issues.

Drove productivity increases improving waste, speeds, make readies, and downtime by as much as 25% despite adverse work mix changes, utilizing 5S and Lean Manufacturing principles. Director of Continuous Improvement – MCR Group 2002 to 2004 Member of a four person Platform Optimization team that standardized materials management, operational procedures, measurement systems, and championed best practices across 13 North American facilities.

Saved $14 million/yr by implementing material management procedures and cutting waste 14%.

Increased claims to suppliers 150% by raising awareness of incoming damage ($1 million annually).

Achieved annual savings of $18 million utilizing Six Sigma/Lean Manufacturing approach to identify, standardize, and implement best practices, metrics (KPI’s), improving operational efficiencies. Vice-President Information Technology – Retail Group 1998 to 2002 Consolidated and standardized systems & infrastructure to support the rapid growth of the business unit from 9 to 23 production locations (US & Canada) and revenue of over $1 Billion.

Recruited, developed and lead an innovative and highly effective team distributed nationwide.

Obtained approval, gathered resources, and implemented industry leading ERP/Production Management system absorbing a 65% increase in administrative volume with no staffing increase.

Collaborated with Sales, Customers, and Suppliers while leading the development and implementation of the largest internet enabled customer interface in the industry – first year 5 Billion pieces with Zero errors.

Re-engineered customer’s business processes and integrated the supply chain – reduced production schedule by 47% in a time sensitive Retail Market.

Implemented standardized inventory system across platform - reduced error rates by a factor of 20. Vice-President & General Manager – Providence, RI 1998 to 1999 P&L responsibility for a 110,000 sq ft facility with 180 employees.

Reduced workforce by over 20% by focusing on eliminating non-value added activities.

Beat budget by 30%, raised quality standards, and set production records. Operations Manager – Providence, RI 1996 to 1998

Cylinder Processing Manager – Providence, RI 1992 to 1994 Engineering & Maintenance Manager – Providence, RI 1990 to 1996 EDUCATION

Executive MBA (Valedictorian) Northeastern University - Boston, MA. MA (Hon) Engineering University of Dublin (Trinity College) - Dublin, Ireland. BS Production Engineering Dublin Institute of Technology - Dublin, Ireland. Six Sigma Black Belt American Society of Quality – St Louis, MO Leadership Development Program Center for Creative Leadership – San Diego, CA

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