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Manager Plant

Atlanta, Georgia, United States
October 21, 2016

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Manufacturing operations executive with broad experience in global manufacturing, strategic business development and product development environments. Developed leadership, decision-making and mentoring skills through positions of increasing scope and responsibility. Background in complex manufacturing operations including machining, fabrication, welding, painting and assembly operations utilizing strategic planning and execution, capital and operational budgeting and management, supply chain, hiring, talent development, training, and Lean methodology.



Briggs & Stratton Corporation is the world's largest producer of gasoline engines for outdoor power equipment. The company also designs, manufactures, market and sells consumer and commercial outdoor power equipment including portable generators and pressure washers.

1987 - 2016

Plant Manager (Products Group – McDonough GA): Responsible for directing all production and support activities at a 400,000 sq. ft. facility including fabrication, welding, painting and assembly with over 400 manufacturing team members. Product platforms include Snow Throwers, ZTR, Rear Engine Ride Lawn Mowers, Walk Mowers, Pressure Washers and Lawn Tractors. Responsibilities also include support activities for an 800,000 sq. ft. distribution warehouse.

Direct Reports – Purchasing/Production Control Manager; Quality Manager; HR Manager; Operations Managers; Technical Services Manager

Developed and executed strategic plans to improve operational efficiencies.

Result: Increased operating efficiencies by 30% leading to $7.5M burden/absorption improvements.

Expanded employee involvement in safety and environmental programs.

Result: Drove behavioral changes that reduced Total Recordable injuries from 8.2 to 5.4 in three years. $250,000 in workers compensation costs reduction achieved.

Built new core team of managers and facilitators through training initiatives of 5s, Lean methodology, open and candid communication, and continuous improvement while focusing on core values of trust, accountability and employee engagement. Coached and mentored team members in various projects to drive change and continuous improvement.

Result: Improved scores in all metrics of plant performance.

Directed activities associated with implementing new NPD (New Product Development) system at the plant level to support corporate product development plans.

Result: Restructured team to support future state; Re-engineered critical business processes and product structures to improve future profitability. Drove engagement and training of all impacted personnel.

Managed plant transformation through use of Lean manufacturing principles and visual metrics. Result: Increased production capacities with improved delivery that supported inventory reduction goals; achieved 20% inventory dollar within 2 years.

Negotiated new labor contract.

Result: No work stoppage; improved contract language, hourly wage 3 year freeze; reduction of job classifications from 13 to 7.

2011 - 2016

Director International Manufacturing: Responsible to Vice President International Operations

2004 - 2011

China Program Development (Shanghai PRC): Responsible for business development evaluation for light construction and light agricultural in domestic market.

Market study conducted in 14 provinces with product suppliers, government agencies and end users.

Result: Established understanding of sales channels, government subsidy programs, product rationalization/range and voice of customer data.

Developed testing procedures for compactors, concrete saw, and trowel.

Result: Identified 4 manufacturers that met test requirements for products. Also, data collected and shared with Engine division to support continued development of engines for commercial applications leading to new engine development for B&S China engine plant.

Collaborated with China regional team, Business Unit and senior management for final recommendation based on 18 month market and manufacturing study.

Result: Based on recommendation, the ROI did not meet criteria for approval.

Supported acquisition review of light agricultural equipment manufacturing company in India. Result: Acquisition approved supporting company strategy of increasing revenue in under-served markets.

2010 - 2011

Plant Construction & Start Up(Ostrava, Czech Republic): Responsible for greenfield start- up of engine manufacturing facility to support European market.

Collaborate with the EU team and Business Development team for site location study based on OEM locations, labor costs, organized labor activity and supply chain.

Result: Identification of Ostrava as engine manufacturing location.

Reviewed and retained local construction management company for construction and permitting process.

Results: Achieved production start-up one month ahead of schedule and on budget.

Negotiated with regional government agency for land rights.

Result: Successful in acquiring land against two International organizations.

Supported activities with international sourcing team on execution of establishing supply chain based on part IP and high value.

Result: Developed 8 strategic local suppliers to avoid shipping components from US manufacturing. Lower piece price achieved and fix rate cost avoidance.

Hired and developed training program for HR, Quality, Purchasing, Plant Manager and manufacturing professionals. Mentored and coached new plant manager.

Result: Streamlined start up with production starting one month ahead of schedule.

Directed manufacturing engineering in equipment purchases.

Result: Equipment installed and passed run-off procedures one month ahead of schedule.

2006 - 2010

Plant Start Up (Manila, Philippines): Responsible for relocation of production equipment from Chongqing China to Manila.

Directed multi-national team in equipment transfer and start up on brownfield site for Cast Iron engine production.

Result: On time start up; improved delivery to market.

2005 - 2006

Plant Start Up (Chongqing China): Responsible for providing manufacturing direction, staffing and training requirements and SAP implementation with transfer from old location to new manufacturing location.

Worked with plant personnel on purchasing, run-off and installation of equipment.

Result: Introduced increased automation in assembly and machining leading to improved quality, material flow improvements and increased output utilizing less labor.

Collaborated with HR, Plant Manager and functional area experts on identifying the right team structure to support new facility and new technology.

Result: Removal of two layers of management from original joint venture company.

Collaborated with IT integration team on SAP implementation.

Result: Plant personnel trained and IT infrastructure established

2004 - 2005

Area Facilitator (Murray, KY engine plant): Responsible for production requirements, scheduling, quality, staffing, training & maintenance. Led team of 60 operators between non-ferrous machining, zinc machining, and assembly.

Directed activities associated with increasing carburetor production demand from 3 million/year to an available capacity of 7 million/year utilizing new manufacturing approach with Rotary transfer dials tied with A/B controls.

Result: $5.0M capital expenditures for equipment to attain capacity, improved efficiency and quality standard for emissions. Equipment purchased was first in plant to utilize “blue hose” to allow OEM to assist with troubleshooting and training remotely.

Directed activities for reorganization of machining and assembly departments.

Result: Improved material flow, increased operational efficiencies.

1991 to 2004


Bachelor of Science – Area in Business, 2003. Mid-Continent University, Mayfield KY


Host Parent for International Student; Turning Point Church Trustee.

Previous - Board of Directors – Academy for Advanced Studies;

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