Steve Lind Houston, Texas 262-***-****

acrcle@r.postjobfree.com http://www.linkedin.com/in/stevenlind

Driving Operational Excellence to Deliver Bottom-Line Results Operations Executive driving process improvements in manufacturing using operational excellence, six sigma, lean manufacturing, strategic planning, project management and leadership development tools. Multi-site operations management, cross-functional team leadership and productivity improvements consistently delivered. Extensive experience in international manufacturing, certification compliance and ISO9001:2008 implementation.

Core Competencies

Strategic Planning & Execution Organizational Leadership Multi-Site Management Six Sigma Black Belt Sales & Operations Planning Project Management Lean Manufacturing Quality Management Operational Excellence Key Accomplishments

• Delivered $35 million annual profit in 7 months by 50% productivity increase in 10 departments.

• Drove annual cost savings of $6.1 million in fabrication and assembly of Subsea Blowout Preventer systems with $2.8 million investment in manufacturing equipment. 142% Internal Rate of Return.

• Doubled Chinese Supplier output to meet 40% revenue growth in one year through product development, scheduling and operations process improvements with Chinese and domestic Staff. Professional Experience

TOCLeanSS Consulting 2014 to present

Delivering business process improvement by applying Theory of Constraints, Lean and Six Sigma.

• Implemented OSHA compliant procedures and an electronic time keeping system at a small, private fabrication company.

• Recommended order management, scheduling and productivity improvements in Quote to Remittance process in a small, private transportation company.

Visual Comfort & Co., Houston, Texas 2012 to 2014

Chief Operating Officer

Driving business process improvements in customer service, production, quality, human resources and distribution for a 125 employee, privately held manufacturer of designer lighting products.

• Led 35% increase in productivity through 5S and Quality process discipline to reduce waste and non-value add activities.

• Reduced returns processing time from 3 weeks to 48 hour Customer response, reducing call volume and improving confidence in product quality.

• Drove implementation of the Safety Program manual, including Workers Comp improvements, Job Safety Analysis, Incident reporting, ERT Team formation and Emergency Response procedures. National Oilwell Varco, Houston, Texas 2009 to 2012 Director of Manufacturing Operations, Rig Solutions, Pressure Control Group Implemented process discipline, operational excellence and inventory/schedule improvements in a $1 billion, 600 employee section fabricating sub-sea blowout preventers and riser systems.

• Implemented Operational Excellence Program to deliver process improvements and 5S training to key employees in 4 factories.

Steve Lind, 262-***-****

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• Reduced blowout preventer body machining cost by 30%. Directed investment of $12 million annually in new equipment.

• Upgraded staff talent and cross functional team performance. Hired 2 Product Champions and created Team Cell structure for improved process discipline in planning, inventory management and schedule attainment. Dresser, Inc., Houston, Texas 2004 to 2009

VP, Global Quality and Operational Excellence, Flow Technologies Division Led manufacturing strategy, global quality procedures and cross-functional business process excellence in

$750 million segment with 17 domestic and international locations, producing pressure relief and flow control valves. Managed multi-national engineers executing projects, improving products and processes, and developing global supply base.

• Developed manufacturing strategy for newly formed business segment. Converted 2 factories to distribution centers and delivered 5 year growth plans for 8 factories to grow sales to $1.3 billion from $750 million.

• Implemented modular product structure reducing inventory 10%, and labor content 40%, resulting in 20% reduction in valve cost.

• Performed as inventory reduction project manager to reduce inventory $5 million and increase turns 8% over 7 months.

• Implemented Lean Six Sigma, Goal Deployment Process (GDP) and led Sales, Inventory and Operations Planning (SI&OP) initiative. Tracked GDP matrices for action plan results and implemented SI&OP demand planning meetings at 2 factories. Delivered 311 projects with $867,000 annual savings. Director, Operational Excellence and Quality Systems, Waukesha Engine Division Directed strategic quality initiatives for 900 person $400 million manufacturer of natural gas engines. Managed 55 person quality department

• Served as Project Manager for L5794LTS engine, driving a $4 million, 2-year project with 11 engineers delivering component technology breakthroughs.

• Defined, planned and executed confidential project to build engine plant in China. Prepared and submitted

$20 million capital request with 39% ROI and 3.8-year payback.

• Managed deployment of Six Sigma methodology and training resulting in 60 Blackbelts/Greenbelts and 30 managers trained, yielding $6 million in annual savings. Education & Professional Development

Masters Certificate in Project Management, Keller Graduate School MBA Degree, University of Northern Iowa, Cedar Falls, Iowa BS Degree, Industrial Management, Purdue University, West Lafayette, Indiana Certifications and Training

Certified Manager of Quality & OE, American Society for Quality (ASQ) Project Management Professional Certification, Project Management Institute ISO 9000:2000 Lead Auditor, Lloyd’s Register

Six Sigma Master Blackbelt Certification, Woodward Governor/Air Academy Associates Certified Quality Engineer, ASQ

Sales & Operations Planning, APICS

Lean Implementation, Carpedia Consulting

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