Craig Farley acwsur@r.postjobfree.com

803-***-**** linkedin.com/in/craigfarley

SUMMARY

Innovative manufacturing executive experienced in leading plant-wide lean transformations. Proven ability to set and meet tactical and strategic goals through plant leadership development. Strong proficiencies in implementing continuous improvement processes. Key strengths in:

Toyota Production System Employee Engagement Staff Development

Lean Transformation Cost Control Problem Solving PROFESSIONAL EXPERIENCE

Ingersoll Rand 2012 – 2016

Global Manufacturer of Commercial and Residential products Continuous Improvement Manager, Trane, Columbia, SC 2015 - 2016 Coached plant manager and staff on meeting plant metrics, coached Kaizen events. Approximately 400 employees.

Improved On Time Delivery by 57% through staff restructure and visual management tools

Improved employee engagement score by 13 points (2 points is considered significant)

Reduced annual scrap 45% in 2015 and 54% in 2016 using Training Within Industry

Improved productivity 47% on the I2 production line using 5S and Standard Work

Improved OEE by 10% through visual management of Gemba metrics Plant Manager, Thermo King, Hastings, NE 2013 - 2015 Created and executed plans to improve Safety, Quality, Delivery, Cost, and Employee Engagement. Approximately 380 employees.

Achieved operating income improvement of 2% per year through increased sales and cost reductions; P & L Management

Improved employee engagement score by 14 points (2 points is considered significant)

Exceeded 10% annual labor productivity improvement goals using lean tools Continuous Improvement Manager, Thermo King, Hastings, NE 2012 - 2013 Coached plant manager and staff on meeting plant metrics, coached Kaizen events. Approximately 380 employees.

Reduced customer wait time – from order entry to ship – using lean tools such as Value Stream mapping and week-long Kaizen events to achieve: o LT product cycle-time from 19 days to 2.5 days

o APU product cycle time from 9 days to 1.5 days

Reduced scrap by 41% by engaging hourly team leaders

Opened 8,600 square feet of floor space by eliminating in-process inventory

Improved productivity $1.87 Million through a series of week-long Kaizen events, daily improvement processes, and hourly team engagement

Craig Farley Page 2

Watlow, Richmond, IL 2007 – 2012

ISO 9001 / TS 16949 Manufactures commercial controllers, heaters, and sensors Lean Value Stream Manager 2008 - 2013

Created and executed plans to improve Safety, Quality, Delivery, Cost, and Employee Engagement. Approximately 120 employees.

Led approximately 20 week long Kaizen events, participated in 20 more

Improvement safety performance by 50% through employee suggestions

Achieved 99% On Time Delivery in 2010 while increasing production over 100% in less than 6 months

Exceeded 12% annual labor productivity improvement goals using lean tools

Improved inventory levels by developing lean flow cells to reduce work-in-process inventory

P&L ownership for the Value Stream

Engineering Manager 2007 – 2008

Developed and executed project plans for manufacturing automation and new product release:

Reduced scrap costs through structured problem solving

Reduced capital spend by developing tools to improve forecasting tools vs. capacity plans Additional Relevant Experience

SCP Global Technologies, Boise, ID

Manufactures semiconductor capital equipment,

New Product Program Manager

Developed and executed project plans for initial product release:

Developed project plans to meet marketing requirements for product throughput and size

Operated within the $7 million annual development budget

Managed all activities of the 50+ Engineering / Technician team Education /Training

Master of Business Administration

Webster University, St. Louis, MO

Bachelor of Business Administration, Operations Management Boise State University, Boise, ID

Bachelor of Applied Science, Applied Technology in Nuclear Engineering Boise State University, Boise, ID

Certifications

Certified in Production and Inventory Management (CPIM) Project Management Professional (PMP)

Certified Six Sigma Black Belt (CBB)

Certified Lean and Design for Six Sigma

Lean Silver Certification

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