Jeff Hawkins

Denver, NC *****

704-***-****

acwwsz@r.postjobfree.com

www.linkedin.com/pub/jeff-hawkins/13/58b/10a

PROFILE

Multi-functional manufacturing professional experienced at driving continuous improvement at single, multi-site and international operations seeking a role driving improved business results and customer satisfaction through continuous improvement and employee engagement.

Operations Management

Change Management

Lean Manufacturing

Continuous Improvement

Quality Management

Project Management

PROFESSIONAL EXPERIENCE

Operations Manager – GKN Driveline, Newton, NC (4/16 – present)

Plant manager role for 24X 7 automotive gear machining operation leading quality, operations, manufacturing engineering, supply chain and maintenance teams in support of record output.

Championed outsourcing of soft turn processes to offset bottleneck operations.

Achieved 14.7% month over month output improvement once the soft turn bottlenecks were eliminated.

Led team to meet record production levels through hiring, structural changes & equipment introduction.

Plant Manager – Eaton – Controls and Power Conversion Division, Watertown, WI (11/13 - 8/15)

Drove improvements for $140M business during transition of PCB operations representing half of facility to Mexico while other half experienced growth through new product introductions.

Applied standard work and 5S to reduce solar inverter labor by 50% to support 400% sales growth.

Implemented and led gemba walks to improve safety, storage, 5S and visual factory aspects.

Drove culture change through employee engagement in risk reduction activities to take site from rate of 6 recordable injuries in 8 months to going 199 days without a recordable.

Initiated daily management boards to engage assemblers, team leads, supervisors / support staff and leadership team in 3 daily tier meetings to improve safety, quality, delivery and cost.

Facilitated future state planning event to define layout and lean operating principles for the plant to implement as PCB transition concluded.

Manufacturing Manager – Eaton – Commercial Products Division, Cleveland, TN (5/11 - 10/13)

Provided leadership for manufacturing team of 200 employees resulting in improvements to on time delivery, employee engagement, capacity and cost metrics for electrical disconnect / safety switch plant.

Initiated actions through supervisors & others to achieve 10% improvement in productivity, 9% increase in switch production and a 3.3% reduction in overtime during first full year in role supporting an $11.5 million (9%) increase in sales and a $1.2 million decrease in direct labor costs.

Deployed Value Stream Mapping to identify and execute welding flow improvements to increase low volume high mix enclosure availability improving non-stock on time delivery 16% in 2012.

Implemented daily accountability walks to review hour by hour sheets in assembly and weld areas to identify and address detractors improving metrics and engagement.

Maintained Op Ex manager responsibilities for first 14 months in this role while mentoring lean coordinator in Quality Management principles enabling them to assume Op Ex manager role.

Operational Excellence Manager – Eaton – Commercial Products Division, Cleveland, TN (11/08 - 8/12) Drove continuous improvement through Eaton’s Quality, Lean Six Sigma & EHS systems.

Drove year over year cost reductions of 27% for warranty and 33% for dimensional scrap.

Coordinated ISO 9001 audits with registrar as site quality leader and implemented corrective actions to improve the overall effectiveness of the quality management system.

Became certified and assessed other businesses for compliance to the Eaton Business System which mirrors the Malcolm Baldridge National Quality Award criteria.

Actively contributed to corporate team to upgrade review practices for product returned to regional distribution centers to assure product covered by quality recalls were not placed back into stock.

Operational Excellence Lead – Eaton – Electrical Components Division, Caribbean Integration Program, Puerto Rico and Dominican Republic (5/07 - 11/08)

Oversaw quality, lean and EHS aspects for $25 million plant realignment / footprint reduction program.

Created layouts, coordinated capital / expense and executed multiple product / process relocations.

Directed division and plant resources to conduct kaizen events to rationalize process elements, improve flow and reduce floor space of processes prior to relocation

Completed in-depth capacity analysis to right size consolidated sheet metal feeder operation.

Coordinated pre- & post-move product, process and safety validations on relocated product lines as well as capability studies and measurement system analysis for critical characteristics.

Operations Leader – Actuant – Acme Electric, Lumberton, NC & Monterrey, Mexico (5/05 - 4/07)

Led day to day operations while using lean methodologies to implement improvements through supply chain, manufacturing and manufacturing engineering functions at 2 transformer plants with sales of $100M.

Successfully took over a struggling plant consolidation project and got production back on track by empowering my Monterrey plant manager and his team to implement lean manufacturing cells.

Successfully led supply chain efforts to become RoHS compliant and operations efforts to implement redesigned products / materials to meet TP-3 energy efficiency requirements.

Project Manager – Bombardier Transportation, Auburn, NY (12/03 - 4/05)

Developed a plan, team and facility to execute a $25 million field retrofit program.

Developed and executed a major field retrofit program for 136 Long Island Rail Road passenger rail cars at a newly created welding, machining, painting and assembly center of expertise facility.

Worked with site six sigma champion to deploy 5S program across a decades old facility.

Manufacturing Manager – Bombardier Transportation, Plattsburgh, NY (10/02 - 11/03)

Managed resources to ramp up new passenger rail car assembly line and complete a subway car contract.

Ramped up production line of $2M passenger rail cars from one every 3 days to one per day while reducing manpower over 15%.

Broke down functional silo barriers to lead a team to deliver the last 70 of 1030 subway cars without the problems experienced on previous projects while also avoiding anticipated liquidated damages.

Additional Professional Experience

Director of Operations – Carlisle Companies Inc. – Walker Stainless Equipment Division, New Lisbon, WI & Extract Technologies, Huddersfield, England

Plant Manager – Carlisle Companies Inc. – Tensolite Interconnect Systems, Essex Junction, VT

Director, Manufacturing Systems – Carlisle Companies – Tensolite Cable, St. Augustine, FL

Manufacturing Manager – Carlisle Companies Inc. – Carlisle Container Division, Green Cove Springs, FL

Manufacturing Engineer / Manufacturing Engineering Manager / Operations Manager –

United Technologies – Carrier Corporation – Transicold Division, Syracuse, NY

Process Quality Engineer / Lead Quality Engineer – General Electric Corporation – Military Electronics Systems Operation, Syracuse, NY

EDUCATION & CERTIFICATION

Clarkson University – M.S. Engineering & Manufacturing Management

Clarkson College of Technology – B.S. Mechanical and Industrial Engineering

American Society for Quality – Certified Manager of Quality and Organizational Excellence

Milwaukee School of Engineering – Lean Lead Certificate

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