KEVIN DOYLE HENSON (***)***–****

Gardendale, AL *5071 acxght@r.postjobfree.com

Highly experienced Division Manager with proven ability to spearhead and successfully train and develop cross functional teams, improve daily production levels, osha safety compliance, manage work assignments, environmental compliance, customer satisfaction and plant costs.. Skilled in Lean Manufacturing and Six Sigma implementation that is driven by culture change and employee engagement. EXPERIENCE

US STEEL 1998–2016

Division Manager Rolling and Finishing (2013–2016) Reported directly to General Manager, oversaw 24/7 day-to-day operations, plant safety, quality control, environmental compliance and total P & L for both divisions.

• Zero OSHA recordable injuries in 2015 for entire division.

• Managed 850 wage employees and 50 managers.

• $12M monthly budget.

• Launched Oracle based Supply Chain management system.

• Implemented Reliability Centered Maintenance for both Divisions.

• 95% customer delivery performance in 2015.

• Championed 118 Lean Manufacturing cost improvement projects totaling $10M in 2015.

• Introduced Plant Resource Sharing reducing contractor costs by 50%

• Championed Lean project that eliminated Rail Road inter- plant crews by 30%.

• Installed mobile steam boiler for coating line eliminating antiquated steam plant and 18 positions. Division Manager Rolling (2011–2013)

Reported directly to Plant Manager and oversaw 24/7 day-to-day operations, safety, quality, environmental compliance and P & L responsibility for the Rolling Division.

• Osha Recordable injuries reduced 20% from 2010.

• 5 Why deep dive investigations utilized in safety and operational issues.

• Communicated “Safety Flash” to corporation as an incident prevention tool.

• Managed 500 wage employees and 32 managers.

• $8M monthly budget.

• Championed 72 Lean Manufacturing cost improvement projects totaling $4M savings.

• Introduced Division War Room for brainstorming and Lean Project discussion.

• Implemented Six Sigma DMAIC Process for Quality control.

• Developed 6S workplace improvement program.

• Led scheduling project with Alabama Power operating units in non peak times (100k savings/month).

• Installed corporation’s first Pickle Line edge monitoring camera system.

• Worked with sales to develop a new product (Counter Weights) at Hot Strip Mill.

• Led Union talks that ultimately created Division Resource Sharing Program. Division Manager Finishing (2009–2011)

Reported to Plant Manager and oversaw the 24/7 day-to-day operations, maintenance, safety, quality, environmental compliance and P & L responsibility for the Finishing Division.

• Installed Safety Conversation management safety focus tool.

• Managed 350 wage and 20 managers.

• $4M monthly budget.

• Created 12 member maintenance bull gang specializing in work previously performed by contractors.

• Eliminated maintenance call catchers increasing wrench time by 25%.

• Installed Cognex defect detection system at coating line eliminating 4 positions.

• Worked with vendors creating pre mixed galvalume billets saving 30% on freight.

• Introduced (JUM) joint union management safety incident investigations.

• Installed a system of visual factories for employee engagement feed back. Area Manager Operations (2003–2009)

Served as Area Manager of Sheet Finishing and Cold Reduction, reporting to Division Manager. Directed coordinators and shift managers to meet monthly metrics in all phases of operation. Managed maintenance function on all three shifts each day. Responsible for the development of departmental KPI’s, Safe Job Procedures, schedule work force, enforce discipline and train managers.

• Managed managers and wage employees on a 4 crew 24/7 rotating style schedule.

• Instrumental in the cultural change in employee safety.

• Led complete safe job procedure restructure allowing wage employees a say in the development.

• Osha Recordable rate dropped below 1% for the first time in 2009.

• Reduced overtime by 22% by performing project lead eliminating seniority rights between units.

• Eliminated maintenance managers on off turns giving responsibility to the operations shift manager.

• Trialled alternative management scheduling for retention purposes. Shift Manager / Coordinator Operations and Maintenance (1998–2003) Entry level management position over seeing safety, operations and quality responsibilities of a crew. In 2001 I was promoted to coordinator of operations in the Sheet Finishing Division. Stockham Valves and Fittings

Hired as a management associate out of Auburn University. In my 9 year stay at Stockham, I served as Foreman, General Foreman and night shift Superintendent. Stockham shut down eliminating my position. EDUCATION

Auburn University

Bachelor’s Degree in Industrial Management.

Phi Kappa Tau Fraternity Pledge Trainer and Treasurer. Summer Co-Op student at Wolverine Copper Tube Decatur, Alabama TRAINING

• Lean Manufacturing (Yellow Belt) Six Sigma DMAIC

• 6S Workplace Gimba

• Value Stream Mapping Kaizen “Change for the Better” Agent

• Continuous Improvement Visual Factory Implementation

• Dupont Safety Method Osha Safety Compliance

• Plant and Corporate Safety Auditor Union Contract Negotiations

• Go Do It Waste Elimination Total Overall Equipment Efficiency

• Move Smart Lifting Practices Ethical Compliance

• Customer Focus Promise Performance Environmental 14001 (2008)

• Quality 9001 (2008)

EMPLOYEE DEVELOPMENT

• Champion for 3 years Rolling and Finishing Management Development Committee.

• Helped develop management “Mentor” program.

• Served on the committee that developed the 3 year maintenance training program for wage employees.

• Introduced Maintenance Trainer Program eliminating the use of contractor instructors. COMMUNITY SERVICE

• Member YMCA

• Habitat for Humanity

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