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Lean Manufacturing Manager

Antigo, Wisconsin, 54409, United States
October 25, 2016

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Douglas Faragher

*** ******** **., ***. * Antigo, WI 54409 931-***-****

Plant Manager

Operations Management & Business Development


Strategic and performance-driven Operations Manager with history of success pioneering high-growth and efficient manufacturing operations across large-scale environments. Proven track record of developing and executing business and workflow strategies that drive revenue, increase service-delivery capacity, and ensure end-user satisfaction. Noted mentor adept at employee training and development, successfully implementing protocols and best practices that gain adoption across all operations. Leverages extensive business-development experience in order to quickly design new strategies for marketing and sales engineering, successfully identifying roadmaps for deployment across domestic markets. Articulate, results-oriented leader with business acumen vital to communicating key initiatives to employees, vendors, and customers.

Areas of Expertise

Strategic Planning – Change Management – Lean Manufacturing Methodologies – Communications – Manufacturing Operations

Program & Policy Development – Procedural Design – Quality Control & Assurance – Team-Building, Training & Development

Statistical Process Control – Cost Reduction – Process Improvement – Workflow Development – Inventory Management

Professional Experience

Amron “A Division of AMTEC Corporation” – Antigo, WI 2005 to Present

Industry-leading producer of medium-caliber cartridge cases and precision defense components for U.S. military operations.


Engaged to design and execute change-management initiatives needed to drive improvements to comprehensive business practices companywide. Analyze established practices and procedures to identify areas of improvement, developing targeted directives using Lean Manufacturing methodologies. Direct daily operations for all aspects of manufacturing facility, overseeing 320+ employees, union and labor relations, product development, and community engagement. Monitor all financials, including P&L, budgeting, and detailed analysis of financial reports. Pioneer implementation of new sales and marketing programs to expand operations and increase top-line revenue.

Successfully transitioned company from bankruptcy to substantial profit, driving annual sales metrics from $20M to $58M within seven years of engagement. EBITDA has averaged 22% of revenue the last six (6) years.

Responsible for 275 hourly employees and 45 salary employees including 8 direct reports.

Increased productivity 30% by designing manufacturing cells, streamlining internal processes and establishing business units.

Reduced comprehensive labor costs 25% or $ 1.2 million through productivity improvements.

Established preventative maintenance program that improved equipment uptime from 78% to 86%.

Ontime delivery improved from 75% to 98% as a result of productivity improvements and equipment uptime.

Introduced multiple programs to strengthen employee training, safety, health and professional development.

Reduced Worker’s Compensation costs by $507,000 through safety awareness programs and improved housekeeping.

Only one (1) 5% increase in Health Care costs in 5 years. Implemented a tobacco free facility and increased employee portion of Heath Care premiums for smokers (both employee and family).

Successfully negotiated three (3) labor contracts with the United Steel Workers Local. There were no work slowdowns or shutdowns during the negotiations. The last contract was negotiated for five (5) years instead of a three (3) year contract. Only two (2) grievances in the last four (4) years.

Extremely involved with local schools and civic groups to promote company to the community.


Fuel Systems, LLC – Springfield, OH 2003 to 2005

Manufacturer of vehicular-mounted fuel tanks, fuel-tank modules, and hydraulic tanks for light to heavy-duty trucks, buses, and equipment.

General Manager

Recruited as key change agent, engineering programs and initiatives needed for corporate turnaround. Leveraged extensive expertise in Lean Manufacturing to drive both business and logistical improvements within multimillion-dollar

Tier 1 manufacturing plant. Developed strategic-planning initiatives to ensure robust practices, leading redesign of all

internal processes and workflow. Monitored daily operations for 125+ union employees and 12 administrators. Orchestrated relationships with vendor network to obtain optimal pricing for materials.

Drove annual sales from $12M to $22M within two years of engagement.

Improved on-time delivery rates from 75% to 90% by introducing Lean Manufacturing principles to effectively streamline internal processes and ensure unilateral adoption of key skill sets across all manufacturing operations.

Reduced warranty costs 200% by targeting introduction of multiple quality initiatives and employee development.

Implemented detailed Quality Plan, Standard Operating Procedures and Employee Handbook to help in obtaining ISO certification.

Nielsen Bainbridge – Gainesboro, TN 1993 to 2003

Leading manufacturer of framing products, utilizing highest quality aluminum hardware with custom cuts and alignments.

Manager – Assembly Operations

Led comprehensive operations within Assembly Operations department, overseeing daily product assembly, stamping, and distribution activities. Managed inventory of raw materials to ensure optimal production of finished goods prior to customer deployment. Directed staff of 80 resources across 24/7 continuous-production environment. Introduced and fostered adherence to key Lean Manufacturing methodologies.

Significantly increased productivity while maintaining cost-effective headcounts by designing and implementing innovative policies and procedures departmentwide.

Additional Professional Experience

Quality Control & Manufacturing Engineer – Nielsen Bainbridge – Paramus, NJ

Process Control & Production/Distribution Supervisor – The Timken Company – Canton, OH


Master of Business Administration – Ashland University – Ashland, OH

Bachelor of Science in Business Administration – Ohio State University – Columbus, OH


Certified Quality Engineer – American Society for Quality


Professional Affiliations

Board of Directors – Langlade Hospital Community Health Foundation

Board of Directors – Antigo/Langlade County Economic Development Committee

Board of Directors – North Central Technical College Regional Board

Professional Summary

Thirty two (32) years of manufacturing experience in various companies.

Responsible for P&L, Quality, Product Development and Improvement, Engineering and HR at Fuel Systems and Amron.

Implemented Lean Manufacturing methodologies to successfully turnaround Fuel Systems and Amron including 6S,

Manufacturing Cells, Kanban Systems and One Piece Flow. Both turnarounds led to successful sale of the company.

Successfully maintained ISO certification at Nielsen, Fuel Systems and Amron.

Direct reports include Engineering, HR, Accounting, Contracts, Operations, Purchasing and Quality.

Managed both Union and Non-Union Shops. Successful in maintaining non-union status at Nielsen.

Negotiated three (3) union contracts at Amron with no work stoppages or work slowdowns.

Excellent communication skills with all levels within and outside of the company including customers.

Great team builder and motivator. Hands on management style.

Enjoy working in manufacturing and dealing with employees, suppliers and customers.

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