Manager Plant

Keith A Shockey

Allen, Texas *****

618-***-**** • acrvre@r.postjobfree.com

https://www.linkedin.com/pub/keith-shockey/8/b85/831

ENGINEERING MANAGER / OPERATIONS MANAGER / PLANT MANAGER

Inspiring people and teams to embrace change while exceeding challenging operational goals.

•Leadership – Ethics, Integrity, Values

•Passion for Safety

•Facility Cultural Transformations

•Change Agent – Strategic Vision

•Employee Development / Team Building

•Experience with Union and Non-Union

•Financial and Capital Budget Management

•Strategic Business Alignment and Execution

•Business Model Implementation

•Quality Systems – ISO 9001

•Black Belt Certified

•Supply Chain – Materials / Logistics

•MAPICS / SAP Implementation / Office

•Communication and Presentation Skills

PROFESSIONAL EXPERIENCE

Eaton Corporation (Acquired Cooper Industries) - Sherman, Texas 2012 – Aug 2015

Plant Manager

Selected as Change Agent and relocated to the Sherman facility to lead major Strategic Growth Initiative

Yielded $5,000,000 of additional revenue over 2 years growing to a $65,000,000 cost center using Lean Daily Management System (LDMS), continuous improvement tools, and a cultural transformation with regards to safety, quality, employee engagement, productivity, and customer satisfaction.

Leadership / Profitability / Continuous Improvement

•Served as Internal Change Agent by promoting and implementing tools such as 5s, value stream mapping, physical transformation, line balancing, visual management, and the LDMS resulting in improved output/productivity, revenue and profit, and overall business continuity.

•Collaborated with 280 hourly (non-union) and 43 salary team members on 3 core value streams producing Electrical Enclosures, Metering, and Cabletray Products.

Strategic Business Alignment

•Safety –Reduced recordable injuries by 75% and lost time injuries by 50% resulting in healthier workforce, better morale, and lower costs by improving employee education, engagement, and empowerment, along with daily Leadership Team involvement including Gemba Walks, Tiered Communication, Leadership Safety Walks, Swarm Programs.

•Quality – Reduced customer complaints by 20% YOY, improved shipping accuracy to 99.87%, and reduced scrap by $100,000 YOY using the ISO 9001 system, standard work, workmanship standards, in-process employee inspections, layered audits, scanner implementation, sheet utilization projects, setup procedure creation, and stopping defects at point of origin.

•Delivery / Growth – Drove (via SGI) growth of +12% YOY and improved on-time delivery to 95%--which resulted in increased market share, expanding customer base, and sales growth using continuous improvements tools such as value stream mapping, FIFO production lanes, daily accountability boards, and employee development/engagement programs were keys to this success.

•Productivity – Reduced large enclosure labor cost by 31% and material cost by 9% by making process improvements and VA/VE, which is now beginning to yield higher profitability. Productivity improved 5% YOY through project execution, output increase, and cost reduction efforts.

•Inventory – Increased turns by 35% through increased facility output, cross functional strategic inventory build plans, and distribution network inventory.

•People – Inspired engagement, improved organizational effectiveness, developed employees, and enhanced overall communications, using daily leadership walks, monthly town halls and employee action team sessions, quarterly leadership training and development touchpoints, as well as the annual performance review and organizational capability analysis.

Cooper Industries (Acquired GS Metals Corp) - Pinckneyville. Illinois 2008 - 2012

Plant Manager (2010 – 2012)

Plant Superintendent (2008 – 2010)

Leadership / Cultural Transformation

•$55,000,000 cost center with 120 hourly (union) and 25 salary team members with the core value streams producing Safety Gratings, Cabletray, and Fastener Products.

•Transformed from a private to public company business model while driving a significant cultural transformation with regards to safety, quality, delivery, productivity, and overall employee and customer satisfaction by being Internal Change Agent and Champion of corporate directives.

Strategic Business Alignment

•Safety – Transitioned from self-insured high risk facility to one of best in Division by reducing both recordable and lost time injuries by 50%.

•Quality – Acquired and sustained ISO 9001 certification and reduced customer complaints by 30%.

•Delivery – Achieved and sustained 95% (up from 87%) on-time delivery performance.

•Productivity – Generated and sustained 8% labor productivity increase, hitting 55%, up from 47%.

•Inventory – Reduced finished goods inventory in Safety Gratings by 40%.

•People – Implemented employee action teams, engagement programs, and communication boards.

GS Metals Corporation – Pinckneyville, Illinois 1995 - 2008

Application and Process Engineering Manager (2003 – 2008)

Direct reports included (3) Application and (3) Process Engineers

Maintenance and Tool Room Manager (2002 – 2008)

Direct reports included (2) Supervisors, (1) Scheduler, and (9) hourly (union) team members

Manufacturing Manager – Safety Gratings Value Stream (2001 – 2008)

Direct reports included (2) Supervisors, (1) Scheduler, and (48) hourly (union) team members.

Manufacturing Process Engineer (1999 – 2001)

Implemented process improvements improving flow and efficiency and managed plant projects.

Technical Draftsman / Application Engineer / Project Manager (1995 – 1999)

Created drawings, bills of material, product standards, approved drawings, and managed projects.

EDUCATION

BS Mechanical Engineering Technology - Southern Illinois University – Carbondale, Illinois – (1994)

TRAINING AND CERTIFICATION

OSHA 30 Hour Course (2011) – Rend Lake Community College

Certified ISO Internal Auditor (2013) – BSI / Cooper Industries Curriculum

Finance for Non-Financial Managers (2010) - Cooper Industries Curriculum

Lominger (2010) – Panel Interviewing, Skills Assessment, Employee Development

Eaton Business System (2015) – Plant Manager Training / Eaton Business Enterprise Assessor

Lean Six Sigma Black Belt Certified (2011) - Cooper Industries Curriculum

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