Manager Lean Manufacturing

Keith Sharick

**** ******* **** ****** ******, OH 43016 614-***-**** *********@*****.***

Strategic Operations Management Leader

Production Operations Lean Manufacturing Methodologies Executive Leadership

Transformational leader, respected executive and result-focused professional with demonstrated success in leading the entire life cycle of responsibilities associated with the management of production operations and processes, with a focus on medical supplies and automotive components.

Straight-forward and decisive with the wit, intelligence and experience to recognize opportunities for improvement, eliminate deficiencies and build strong consensus in favor of project and organization goals.

Well versed in the principles and methodologies of lean manufacturing, capable of implementing Kaizen, 5S, and other principles to drive measurable improvements in efficiency and productivity.

Highly skilled in assembling diverse leadership and production teams, recognizing talent and driving succession planning and bench-building strategies to position individuals and organizations for long-term, sustainable success.

Leadership Attributes and Competencies

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–Experience Leading Manufacturing Facilities

–Overseeing Large Scale Operations

–Implementing Lean Manufacturing Methods

–Build, Lead and Inspire Teams

–Business Analysis/Process Improvement

–Kaizen and 5S Methodologies

–Expertise in Safety Training

–Meeting Production and Budget Targets

–Boosting Equipment Utilization & Reliability

–Experienced in OSHA and FDA Standards

–Launching New Product Lines

–Continuous Process Improvement

P

rofessional History

2015: Trulite Glass and Aluminum Solutions, Columbus, OH

Plant Manager

Plan, coordinate, and oversee day to day plant activities for this $12MM manufacturer of architectural glass and aluminum products. Establish and drive strategy for productivity, quality assurance, and institute stringent behavior based safety controls. Employ best cost containment, avoidance, and reduction practices as well as improve efficiencies. Integrate 5S principles on the production floor. Provide leadership of 75 plant employees including specialized leadership development for supervisors.

–Developed and implemented Lean process flow improving on-time delivery by 26%.

–Upgraded manufacturing reporting and monitoring, boosting material yields 12% resulting in $10K monthly savings.

–Championed Kaizen initiative for the glass cutting unit producing a 43% improvement in throughput.

–Implemented shift meetings and created communication boards to streamline manufacturing reporting and improve plant communication and readiness.

2004 to 2015: Fresenius Medical Care, Oregon, OH

Production Manager

Led all vision, strategy, and execution for production operations at the Oregon facility of this leading supplier of medical supplies used in renal dialysis, with authority over a high performing team of 6 supervisors and 75 manufacturing personnel. Effectively managed the creation and execution of production orders in SAP based on information provided by the Corporate Planning Group, meeting schedules on time and within budget. Successfully navigated a complex landscape of FDA regulatory requirements governing the medical device industry.

–Fostered an environment of safety and cost effectiveness, capturing key gains in efficiency, productivity, and operational excellence; successfully ramped up output to meet demand associated with an 8% YOY growth in sales.

–Created a culture of professional development, support, and motivation, encouraging the evolution of talented individuals into the next generation of managers.

–Deployed a series of process improvements that enhanced the performance across multiple metrics; applied lean manufacturing principles to improve efficiency by 50%, increase material yields to over 99%, reduce non-conformances by 50%, reduce documentation errors by 50%, and generate line OEE over 85%.

–Secured a 50% gain in productivity, coupled with the elimination of $150K in labor costs, through the application of Value Stream Mapping (5S) methodologies that resulted in the identification and resolution of a bottleneck in the material feed system.

–Worked with Micromotion GmbH to introduce improvements that enabled the company’s automation system to maintain a rate of 12 bags per minute, reducing labor by one individual per shift across three shifts, for a total savings of $110K.

–Debuted the use of DuPont STOP (Safety Training Observation Program) to drive improved awareness of safety hazards in a high volume production environment, reducing a rate of up to 7 safety incidents annually to zero.

1998 to 2004: Showa Aluminum Corporation of America, Mt. Sterling, OH

Production Manager

Fulfilled a key leadership role at this large production facility engaged in the production of automotive components for key clients that included Honda, Ford, and General Motors, with a focus on ensuring the timely and accurate manufacture of evaporators comprising $30MM in revenue. Effectively managed the profitable launch of six product models over two years.

–Successfully increased employee engagement across a base of up to 200 production workers in the Evaporator area, soliciting active participation in decision-making; achieved record levels of quality and efficiency in the production of air conditioning systems for automotive applications.

–Applied Kaizen principles to capture $150K in monthly material savings, significantly reducing scrap.

–Pioneered the introduction of a comprehensive 5S program, establishing a visual work area while coordinating and leading training and development sessions to ensure mastery of the principles of 5S on the part of each employee.

–Captured improvements across all key metrics, including improved efficiency by 55%, increased material yields by 25%, reduced quality claims by 65%, and reduced expense budget by 40%.

1986 to 1998: Abbott Laboratories, Altavista, VA

Production Supervisor/Shift Manager

Met the challenge of achieving all production targets relating to the manufacture of infant formula and adult nutritional products for this multi-billion dollar global healthcare company, with authority over 120 second-shift employees.

–Maintained accountability for compliance with all company standards governing manufacturing, quality, safety, and distribution operations, as well as the stringent FDA regulatory requirements and GMP standards.

–Spearheaded the deployment of the company’s Employment Involvement program throughout all areas of the plant, coordinating and leading training for shift supervisors and production employees that yielded a minimum of 15% gains in efficiency across all areas.

–Reduced the number of safety incidents and eliminated half of all quality claims.

Education & Professional Development

BS in Production and Operations Management – The Ohio State University

Recipient of the College of Business Administration Award for Excellence in Production Design

Training

Successfully completed Lean Leader Six Sigma Training

Technical Skills

Microsoft Office, SAP Materials Management

Experienced in ISO-9000 standards, FDA Regulations, GMP Procedures and OSHA Standards

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