Manager Project

Lean Six Sigma

LEAN Facilitator Trained

Toyota Production System

Project Management

DMAIC / A3 thinking

Value Stream Mapping

Kaizen / SMED / DOE

Minitab / Advanced Statistics

Kan Ban / Poke Yoke / 6S

Business Development

Supply Chain reverse integration

ISO / QS Quality Systems

Integrated Process Management

Statistical Process Control

EH&S collaborative

Advocate of the “6S” System

ERP Systems- SAP, Maximo, Ross, MP2, Plex

People

Multi-Functional Teams

Self-Directed Work Teams

Team Development

Team Building Activities

Education / Training

Mentoring / Coaching

Conflict Management

Change Implementation

Skills

Strategic Alignment P&L Impact Team Focus

Spessard Manufacturing/3D Print Factory- (2014 – Present) VP and GM of Operations- Multi-faceted 3D Printing, manufacturing and, Rapid Prototyping. Startup company specializing in small run customer specific production of injection molded parts, assemblies, prototypes, and beyond. We have performed mid-size electronic assembly projects as well as provide Rapid Prototyping services for industrial and commercial applications.

Responsible for business development with all aspects of the company

Responsible for discovery and evaluation of all business acquisition opportunities

Responsible for constant evaluation of service offerings versus customer needs

Developed/Implemented current marketing/sales strategy

Current Board member of local Economic Development group

US Silica Corporation- (2012 – 2014) Multi-Site Plant Manager- High purity Silica Ore mining and processing facilities supplying multiple industries. Combined 140 employees.

Cultivated new business opportunities and business development leads

Introduced the LEAN mentality for production and Continuous Improvement.

Improved Safety KPI’s including Reportable Incidents (0.5 TRCR rate 2013)

Complete P&L Accountability- Increasing facility’s productivity by 4% within 120 days, on-time delivery from 72% to 84%

Developed/Implemented corporate SOP, WI, Employee Training, 5S programs

Formed and led Kaizen Teams for numerous “on the production floor” projects

Trained organization on Six-Sigma/Data driven RCA

Global Brass dba- Olin Brass- (2011 to 2012) General Manager- Temporary Assignment to close this end-of-lifecycle facility- Tier 2 supplier to automotive electronics manufacturers, electronics industries, and other end users of slit brass, copper, and tin coated strip products. A 65 employee metal processing, and service center.

Introduced the LEAN mentality and RCA for production and Continuous Improvement

Formed and led Kaizen/8D/5-Why events for numerous “on the production floor” projects

Developed and implemented an MOS system for QA/QC data & Production metrics

Improved Safety KPI’s including Reportable Incidents (0 TRCR rate 2011)

Complete P&L Accountability- Increasing facility’s productivity by 14% within 60 days, on-time delivery from 64% to 91%, PPM from >35K to 2100 sustaining these improvements

Developed and implemented a corporate adopted SOP, WI, Employee Training, 6S programs

SFI/ Lerman Enterprises- (2010 to 2011) General Manager- New Boston, Ohio Facility- Assigned to evaluate and subsequently closed- a multi-million dollar/ year entity that specializes in large volume fabrication of ferrous and non-ferrous assemblies for the commercial and military sector. 200 employee Union facility, producing in excess of .5 MM pounds of material into finished product/month and $2.5MM Net Revenue/month.

Introduced the LEAN/Six-Sigma mentality for production and Continuous Improvement

Improved Safety KPI’s including Reportable Incidents

Developed and mentored an internal Safety Committee

Complete P&L Accountability- Increasing profit/contribution margin by 7%

Developed and implemented SOP/WI Programs, Employee Training program, 6S program, Capital/ROI/Project Approval & Management System

Formed and led Kaizen Teams for numerous “on the production floor” projects

Participated in the installation of a WIP tracking system, CMMS (Maximo) and ERP (Plex)

Gulf Chemical & Metallurgical Corp- (2008 to 2010) Corporate Asset Manager- Team-oriented Leader focused on key transformational initiatives to rebuild neglected business systems. GCMC is a valuable metals recycling company with $35 Million/year income

As Project Manager, reduced forecasted Alberta project spend from $120MM to ~$85MM

Worked closely with CI/Reliability Manager to drastically improve plant OEE via Six Sigma analysis and problem solving techniques

Developed/Implemented an Engineering Process for $30M+ annual Capital budget

Instilled and implemented a TPM, World Class Maintenance Program, and Engineering Excellence Program

Developed/Implemented downtime and OEE metrics’ systems

Facilitated LEAN Implementation and Continuous Improvement process

Led numerous Kaizen events, systemically reducing cost and resource dedication

Participated in the installation of the largest wireless asset monitoring system in North America

Developed VMI (Vendor Managed Inventory) program for Working Capital reduction

Reduced Working Capital through Inventory reduction, and inventory consolidation

GAF/ELK Building Materials- (2006 to 2008) Maintenance & Engineering Manager- Plant closed March 2008 due to business conditions- Manufacturer of building materials for both residential and commercial construction.

Project Manager for $35M+ of Capital improvements

Greatly improved utilization of the CMMS System (Maximo)

Charged with Store Room efficiency Improvements, development of SOP’s, implementation of a true RBM program and development of a TPM organization

Developed a World Class Maintenance system and instilled this into the Organization

Began implementation of Reliability data collection

Vallourec & Mannesmann- (1995 to 2006) Maintenance Superintendent/Operations Management- Proactively led corporate Capital Projects, Maintenance, Planning, baseline development, and asset monitoring. Engaged in Operations management and activities for production improvement.

Engineered from “Concept-to-completion” numerous CapEx investments ($250K+)

Developed and implemented a TPM program

Championed a new RBM Team, implementing Vibration, Ultrasonic, Infrared, & Oil Analysis

Developed/ Implemented Downtime and OEE recording systems

Championed the ERP/CMMS implementation Teams

Took charge of Lean Facilitator Rapid Response Team to combat dramatic shortages in Maintenance & Operations needs

Insulated Glass Specialties- (1993 to 1995) Plant Manager- Responsible for 80 employees A local residential and commercial glass company essential to processing of raw glass products

Rockwell International, Forging Division- (1988 to 1993) Forging Leader/Supervisor An international producer of Forge Shop Products

Education

Youngstown State University

Executive Masters of Business Administration- May 2005

B.S.A.S. Electrical Engineering – May 2003

A.A.S. Electrical Engineering – May 2000

Lean Facilitator Certified- Houston, Texas – October 2008

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