Manufacturing management, facility leadership
Resume:
WILLIAM E. CARROLL
Madison WI 53718
*************@*****.***
CAREER SUMMARY
Manufacturing, General Manager and Operations leader with expertise in Lean operations techniques for manufacturing and office processes. Demonstrated ability to increase productivity and quality and reduce expenses by building, motivating, coaching and empowering highly effective teams. Focused on driving continuous business improvements in highly demanding and changing environments. Proven track record of success in multiple plant locations with expertise in the following areas:
Operational Leadership
Lean and Six Sigma training
Organizational Development
Restructuring and Turnarounds
Project and Program Management
Product Line Transfer and Integration
Product Management
Customer Service and Support
PROFESSIONAL EXPERIENCE
HMA Fire, a division of Orbital Technologies Inc, Madison WI 2010-present
General Manager/Director of Manufacturing
Managing the Manufacturing, Engineering, Purchasing, Finance, Sales and Marketing of a start-up company with a new concept in fire suppression equipment and technique. Full P&L responsibility.
Established strategic direction for market penetration
oDeveloping a dealer network and sales person network
oTarget state forestry organizations, where funding is available
Develop value proposition for product to further promote features and benefits.
Develop cost structure to allow for profitable pricing.
oImproved average gross margin from 3% to 21% in 12 months
oIdentified 24% cost-out opportunities, to be implemented over the next 12 months
Introduced 3 major new products in the past 12 months; these products are new to the company and the fire suppression industry.
E-ONE, Ocala FL 2002 – 2010
E-ONE was once part of Federal Signal until 2008, when it was sold to American Industrial Partners, a private equity company.
Director, Sales Applications and Product Management (2007-2010)
Led a team of Product Managers, Technical Applications Managers, Product Specialist and Designers that supported the front-end order in-take process, implementation and maintenance of product configuration tool and direct support of dealers and customers with the configuration of products.
Reduced headcount by 50% while improving the quoting cycle time by 100% (10 average to 5 day average) through use of a front-end kaizen event, process mapping and daily Gemba walks.
Successfully implemented 5 new products/major features into sales tool, increasing our product penetration into the new tool from 65% to 95%.
Conducted financial analysis of cost and price data to determine proper discounting levels for various finished products.
Directed and participated in kaizen events that improved the accuracy of customer drawings and identified future process improvement, including the establishment of standard work for bid and order review.
Active member of the following cross-functional steering committees; Aerial products, ARFF products, Quality, Customer Service, and Lean implementation.
WILLIAM E. CARROLL
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General Manager/Director of Manufacturing, E-ONE, Canada (2006-2007)
Managed a $30M business segment of E-ONE in the sales, engineering and manufacturing of Fire, Rescue and Law Enforcement apparatus, with direct responsibility over Inside Sales, Engineering, Finance, Human Resource, Materials, Customer Service, and Operations with the primary focus to close the business in 8 months.
Recognized the need for and implemented lean techniques of daily “walk-around” and visual management to help increase production by 100% while reducing headcount by 40%.
Successfully out-placed 85% of team members before closure of the facility by organizing a job fair with the city of Red Deer and personally visiting and establishing connections with various manufacturers in the area.
Reduced customer final inspection items from an average of 15 to 0 for the last 3 units produced.
Presented with a plaque and certification by team members in appreciation and recognition of effective leadership skills and overall contributions to the team.
Product and Sales Applications Manager (2005-2006)
Led a team that provided configuration management, new configuration tool implementation as well as dealer and customer support for rescue vehicles, command centers, and Explosive Ordnance Disposal units.
Developed a Rescue Product Business Plan, identifying gaps in the product line, and creating action plans to close gaps, which identified the need for larger body command centers and communication systems vendors.
Developed new vendors for communication systems and large body command centers that resulted in additional high margin sales.
Provided direct customer support on various command and rescue apparatus projects, allowing our dealer network to increase penetration into the rescue market.
Implemented new costing and pricing for rescues products in new sales configuration tool, driving higher gross margins on rescues and decreasing the amount of time to configure a product.
General Manager/Director of Manufacturing, E-ONE NY, formerly Saulsbury Fire, Preble, NY (2002-2005)
Leader of a $44M business segment of E-ONE in the sales, engineering and manufacturing of stainless steel Fire, Rescue and Law Enforcement apparatus, with direct responsibility over Inside Sales, Engineering, Finance, Human Resources, Materials, Customer Service, and Operations.
Improved gross margin from 4% to 7% in first year and from 7% to 17% in 2004 by implementing:
Lean techniques on the shop floor, driving 40% labor productivity and reduction of lead time by 30%.
Lean techniques in the office process, driving labor productivity of 30% and reduction of lead time of 300%.
New bid and order review process, examining estimated costs and pricing to meet margin goals while maintaining market price.
Drove improvements in financial forecasting accuracy and reduced overhead variance by 13 percentage points.
Implemented a quick response team to fix any product issues after the customer’s final inspection.
DANAHER TOOL GROUP, Springfield, MA 2001 – 2002
Director of Manufacturing
Directed a 350 employee unionized high-volume manufacturing facility with oversight for Engineering, Finance, Human Resources, Operations, Information Technology, Materials and Logistics, with an operating budget of $40M. Worked directly with Shingjitsu Group for lean implementation.
Drove a major process improvement plant wide initiative employing kaizen techniques that reduced overtime expenses by 25%, increased productivity by 50%.
Increased accuracy of monthly financial forecast by instituting Six Sigma methodologies.
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Reduced fixed annual operating expense by 40% and improved operational effectiveness by redesigning organizational structure.
Implemented single piece flow manufacturing process (3P) that is projected to save $500,000 annually.
GENERAL ELECTRIC
Plant Manager, Mankato, MN (1999-2001)
Led a 250-person fabrication, paint and assembly plant, with an operating budget of $25M.
Performed cost analysis and developed strategic plan to relocate fabrication and assembly plant to Mexico.
Successfully redeployed team members and achieved a seamless start-up at a new location without any disruption to the customer.
Improved on-time delivery 15% by introducing and applying Six Sigma methodologies to improve inventory control.
Reduced OSHA recordable rate by 35% by implementing wide scale safety programs and procedures.
Materials, Purchasing and Sourcing Manager, Somersworth, NH (1997-1999)
Led a 27-person Supply Chain management team, that provided scheduling and delivery for $140M manufacturer of watt-hour meters and equipment transformers.
Delivered $3.6M of material productivity and deflation by negotiating with and identifying cost-saving opportunities for major suppliers.
Directed purchasing team in a vendor consolidation initiative which reduced direct material vendors by 20% and resulted in improved cost-leverage with preferred suppliers.
Reduced labor expense by 22% by restructuring Purchasing and Shipping organizations.
Achieved 15% inventory turns improvements by developing an input/output model that accurately forecasted work in progress and improving vendor on-time delivery.
Manager, Shop Operations, Somersworth NH (1995-1997)
Frontline and Strategic Leader of fabrication area. Led 180 hourly and 5 salary associates in the areas of safety, quality, delivery, inventory and cost.
Project Manager, Bloomington, IN (1993-1995)
Led a multi-functional team in appliance business for the door fabrication, foaming and assembly area. Expanded capacity for existing products. Designed process, and implemented staffing and processes for new product introductions.
Production Supervisor, Bloomington, IN (1991-1993)
Managed a 95-person door assembly operation directed team building, cost productivity, safety, delivery and work in process inventory.
GE Manufacturing Management Training Program, Bloomington, IN/Wilmington NC (1989-1991)
Galileo Electro-Optics, Glass Technology Process Engineer, Sturbridge MA (1987-1989)
EDUCATION
Bachelor of Science Degree, Mechanical Engineering (Material Science Concentrations), Worcester Polytechnic Institute, Worcester, MA
CERTIFICATIONS
Certified Six Sigma Greenbelt Certification
Lean Manufacturing/Toyota Production System Tools
Danaher Business Systems
ADDITIONAL SKILLS
Value Stream Mapping, Standard Work, 3P (single pc flow) Single Minute Exchange of Dies, 5S, Danaher Material Processes, Policy Deployment, Lean Manufacturing, Leadership Development, Six Sigma, Manufacturing, Manufacturing Operations, http://www.linkedin.com/skills/skill/Toyota_Production_System?trk=skills-ext-profP&L, Continuous Improvement, Kaizen, Cost Reduction, Profitability, Manufacturing Management, Operations Management, Global Sourcing, Cost Savings
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