Manager Management
Resume:
Chris Eckhardt
**** **** **** **. **** Forest, NC 27587 984-***-**** *******************@*******.***
Experienced leader with a proven record of rapid & sustained positive improvement focusing on performance management, total associate engagement, operational excellence, and organizational development.
Professional Experience
Masterbrand Cabinets February 2016 – Current
MBCI is the largest manufacturer of custom & semi-custom cabinets in North America and is a subsidiary of Fortune Brands Home & Security.
General Manager
Responsibilities: Full responsibility for all aspects of safety, quality, cost, & delivery of a 600 associate, 700k ft2 manufacturing site in Kinston, NC.
Increased contribution margin by 14% by advancing continuous improvement projects, reducing non value added labor, & analyzing the P&L to identify & eliminate loss.
Lead the management team in development of a 3-year vision & annual cascading policy deployment plan directly l
Linked the policy deployment plan to a comprehensive performance management system that clarified measurable goals & provided objective performance appraisals.
Reduced customer returns & allowances by 6.4% reducing internal defects and correctly identifying the root cause for the failure and implementing corrective countermeasures.
Daily production completion rate improved to 98.2% with a 3-day lead time through standardized completion points measured daily during daily gemba walks.
Significantly changed the executive leadership perception of MBCI Kinston to allow growth and increased investment in the facility (2017 ramp plan)
Reclaimed 66k ft2 of floor space for future expansion by developing an effective 5S program.
Magneti Marelli August 2015 – January 2016
Magneti Marelli is a global manufacturer of systems, modules and high-technology components for the automotive industry and a subsidiary of FCA Italy.
General Manager of Operations (Contract)
Responsibilities: Creating & implementing a sustainable manufacturing structure that will facilitate transitioning the overall operations from aftermarket to OEM supplier capabilities
Eliminated 100k in past due orders in less than 2 months
Reduced manpower by 21% by leveling the production plan, reorganizing & eliminating NVA activities
Overtime reduced by 92% compared to previous period (22.8 1.9 avg. hours)
Restarted a nonfunctioning WCM program with 65% participation within the first 2 months
Reduced scrap 48% to date with 90% reduction expected within 6 months.
AW North Carolina November 2014 –August 2015
AWNC is an OEM manufacturer of automatic transmissions with sales in excess of one billion dollars and 2,300 team members.
Senior General Manager of Production Control
Responsibilities: Leading the production control department which included 700M in materials procurement, production scheduling, new model project management, shipping, receiving, logistics, and 250 team members at two sites.
Reduced powered industrial vehicle accidents by 79% annualized by reducing the quantity (22%, 101 79), redesigning training & management, and standardizing each vehicles route & cycle time.
Directly impacted AWNC’s profit by reducing expenses by 2.8M within the first 6 months (compared with the previous six months actual).
Achieved a 96% reduction in emergency freight cost through inventory management with daily controls that identified potential problems in advance ( $0.467M).
Improved the production control department’s overall performance & morale by clarifying roles & responsibilities and developing a three year vision & business plan linked directly to each team member’s performance management criteria.
Implemented visual management by department focusing on each areas KPI’s with direct linkage to the business plan to clarify the targets and actual performance for all team members.
Executed the first automatic transmission build out at AWNC with less than 0.03% obsolescence and 100% on time customer delivery.
Keihin North America, Indianapolis, Indiana August 1999 – October 2014
Keihin NA is a leading global automotive OEM supplier of electronic control units, fuel systems, and climate control systems utilizing casting, injection molding, machining, assembly, & SMT technologies.
North American AVP of Operations April 2012 – October 2014
Responsibilities: All aspects of Keihin North America operations including five manufacturing locations and more than one billion in sales.
Relocated to lead the largest North American facility (1,500 associates) move from red to black within six months through organizational development and developing a culture of pride and self-accountability while aggressively eliminating non value added activities in the administrative & operations areas.
Developed and implemented the Keihin North America business system with cascading policy deployment resulting in increased operational speed and autonomy at the plant and corporate level.
Expanded “Sustainable Keihin” incorporating Lean/TPS training, accomplishing zero waste to landfill at three locations with all locations to achieve by 2015, an 8% overall N.A. energy reduction, Honda Green Factory Award, and ISO 50001 certification.
Created & implement “Safe Keihin” incorporating 6S (5S+Safety) at all locations reducing OSHA recordables by 42% and safety incidents by 82%.
Vice President & Chief Operating Officer (Keihin Carolina System Tech.) April 2009 – April 2012
Provided overall vision for Tier 1 Honda supplier with annual sales of $350 million and a workforce of nearly 500 associates
Achieved highest score in Honda’s safety, quality, cost, and delivery audit out of the top 64 suppliers
Reduced quality occurrences by 77% from 2009 – 2012 (2.3 PPM) by creating and empowering cross-functional focus teams that focused on root cause elimination and circled PDCA.
Set cascading annual business plans and capital and expense budgets that aligned the organization and empowered associates through a philosophy of self-management and shared goals.
Directed new model development engineering that successfully launched seven major new models in two years with zero delays or defects to the customer while exceeding internal cost and quality targets.
Provided mentoring, development, and growth plans for all associates to ensure workplace satisfaction & succession planning resulting in the NC-ESC Workplace Satisfaction Survey increasing by 12% from 2008 – 2011 during a challenging economy
Provided exceptional community involvement through participation in events and boards in all levels of the organization, with over 1,600 hours of volunteer participation in 2012
Launched Sustainable Keihin and achieved zero landfill, a 21% utility decrease, 5 million safe hours, and total associate engagement through quality circle activity
Senior Manager of Operations April 2007 – March 2009
Achieved Honda’s highest quality award by initiating an associate-level quality circle system. Received 1st place at Honda competition out of over 50 suppliers and achieved 100% participation by associates six consecutive years (2008 – 2013).
Introduced cellular manufacturing principles that aligned the technical, quality, and production groups, and achieved a sustained 6% increase in capacity in nine months (above original line spec).
Celebrated 10 years with 100% on time delivery of mass production and service parts by clarifying responsibilities and implementing visual systems throughout the facility.
Manufacturing Manager April 2003 – April 2007
Initiated and implemented a lean manufacturing system at Keihin, resulting in acceptance into the NC Manufacturing for Excellence, and acceptance into the Honda Lean Network.
Implemented one piece flow by combining several SMT lines, resulting in a reduction in processing time by 84%, 25% manpower reduction, and an 80% WIP reduction (2010 completed transformation of all lines). Set the benchmark for Keihin global electronics manufacturing.
Implemented standardized work for all salaried staff to clarify responsibility, increase ownership and accountability, and ensure focus on priorities.
Manufacturing Coordinator December 2001 – April 2003
Production Scheduling August 1999 – December2001
Civic Involvement & Achievements
Member, East Carolina University School of Engineering Advisory Board
Member, Edgecombe Community College Foundation Board
Former Vice President, Keihin Foundation, a charitable organization
Partnered with Edgecombe County Schools, ECC and ECU to develop an overall technical program for engineering students. Created apprenticeships, internships, scholarships, and a mentoring program to create school-to-work opportunities in Edgecombe County.
Founded a sustainability program that eliminated waste to landfill and reduced energy by 67%.
Achieved ISO 50001 Energy Management Accreditation
Recognized by NC DENR as Environmental Steward
Worked with local high schools to develop, fund, and build an electronics lab to ensure future technical capabilities of the local work force
Recipient, Supplier Award from Honda for excellent customer service (2008 - 2014)
Recipient, Challenging Spirit Award (Honda NA)
Recipient, 1st Place SQCD Survey award (Honda NA) out of 300 suppliers
Championed over 1,600 hours of community service from KCST associates in 2012
Founded the Keihin Controls Lab at East Carolina University to ensure future KCST engineering staff and continued development of current staff
Partnered with East Carolina University to develop a new electrical engineering degree program to support KCST
Education & Training
East Carolina University
BA Degree, Psychology
Minor, Business Administration
Professional References
Joe Machado
Plant Manager – Magneti Marelli
******.*******@**************.***
Josh Humphrey
Senior General Manager – AWNC
************@**-**.***
David Catt
Plant Manager – Keihin North America
*****@******-**.***
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