Senior Management
Resume:
Craig Duncan
*** ******** ***** *****: 812-***-****
Mitchell, IN 47446 E-Mail: **********@*****.***
Professional Profile
Consummate General and Senior Management professional with 23 years of experience in developing business processes that drive growth and profitability in challenging and competitive global markets. Skilled presenter, communicator and trainer with a talent for building motivated teams that meet and exceed business Key Performance Indicator (KPI) metrics, goals and objectives. “Hands On”, decisive, solutions-focused and results oriented leader offering expertise in building organizations and managing both process and product improvement initiatives. Career long reputation of improving personnel development, driving cultural changes and decreasing operational costs while simultaneously increasing profitability, efficiency and capabilities. Strong track record of success and innovation, creating programs and processes that improve customer satisfaction and retention, expand productivity and enhance marketing success.
Skills Summary
Strategic Management
Operations Management
Project Management
Quality Management
Financial Management
Personnel Management
Professional Experience
Ruhrpumpen SA, Monterrey, N.L. Mexico 2012 - Current
Director of Operations (OEM of Engineered & Industrial Pumps)
Leadership
Manage projects and business development for a global customer base, including but not limited to; Enbridge, Exxon Mobil, PEMEX, Repsol, Petrofac, FirstEnergy Corp., Odebrecht, & Tecnicas Reunidas
Strategic planning and execution to enhance productivity, effectiveness and efficiency throughout the company's operations to meet KPI's & objectives while creating a positive team work culture
Delegate responsibilities for (8) direct reports including Engineering, Operations, Quality, Product/Project Management & Planning, Logistics, and Maintenance
Participate and provide direction in executive management quarterly meetings
Maintain weekly meetings to review forecasting, engineering, project management, purchasing and manufacturing targets are met
Manage and sustain proper scheduling, engineering & manufacturing capabilities to meet and exceed all industry and customer requirements for cost, quality and delivery
Manage all aspects in the design, manufacture, procurement and commissioning of original equipment, after-market and spare parts sales orders
Oversee all facility requirements, customer project requirements and continuous improvement initiatives
Solutions Development & Operations Initiatives
Quality first time yield improvement from 59% to 74%
96% reduction of past due machining hours (#1 constraint in the business)
Reduction in machining changeover time by 91%
81% improvement in product on time delivery
28% headcount reduction through continual improvement implementation
Paul Wurth, Inc., Chesterton, IN & Valparaiso, IN 2010 - 2012
Plant Manager (OEM of Blast Furnace & Auxiliary Plant Equipment)
Leadership
Develop business plans, metrics, goals & objectives of the organization
Communicate and execute the business model
Manage contract negotiations and business development with North American customer base, including but not limited to; AHMSA, ArcelorMittal, Essar Steel Algoma, RG Steel, Severstal and United States Steel
Manage all aspects in the design, manufacture and procurement of original equipment and after-market spare parts & reconditioning projects in a job shop environment, as well as, commissioning equipment with union and non-union personnel in the field
Manage all facility, project and capital spending budgets and continuous improvement initiatives
Delegate responsibilities for (7) direct reports including Engineering, Operations, Sales, Quality, Service, Purchasing and Maintenance
Analyze and assign personnel development requirements to assure business and individual growth
New facility acquisition, project management and procurement
Solutions Development & Operations Initiatives
Sales growth from 2009-2010 = 15.76%, 2010-2011 = 33.33% & 2011-2012 = 22.10%
Offer to order success rate from 2009-2010 = 33%, 2010-2011 = 61.19% & 2011-2012 = 73.60%
Order On-Time Delivery average improvement from (38) days late to (2) days late
Order Lead Time average improvement from (62) days to (25) days
Customer invoice submission reduction from average of (28) days to (5) days
Peerless Pump Company, Indianapolis, IN 2007 – 2008 Operations Manager (OEM of Horizontal, Vertical & Standard Pump Equipment)
Leadership
Develop core competency manufacturing & maintenance strategy, metrics, goals & objectives of the machining and maintenance departments
Communicate and execute the business model
Manage CNC & manual machining facility with a 100+ employees ensuring casting, machining and assembly quality of each component
Manage engineering and training support to assist (4) additional manufacturing facilities in standardizing business processes
Facilitate continual improvement initiatives, employee education/training and lean manufacturing processes
Coordinate interaction spanning multiple departments to review, analyze and optimize new and existing product and processes
Control operational budgets and capital expenditures
Delegate responsibilities for (8) direct reports Engineering (IE,ME,EE), Operations & Maintenance
Analyze and assign personnel development requirements to assure business and individual growth
Solutions Development & Operations Initiatives
34% increase in Compounded Annual Growth Rate (CAGR) in the global market
45% of outsourced product, both domestically and in Asia, was brought in house to reduce quality errors by 43% and improve customer lead-time by 75%
Increase internal machining capacity by 35% to reduce internal lead-time by 25%
Reduce machining personnel requirements by 35% for horizontal product so they could be transferred to higher constraint departments
Achieve 61% Internal Rate of Return (IRR) on CAPEX projects
Assist assembly operations in lean manufacturing methods to increase product throughput by 33% also improving on-time delivery by 52%
Manage Total Asset Turn (TAT) from 1.65 to 2.60
Metal Technologies, Inc. Bedford, IN & Bloomfield, IN 1997 - 2007
General Manager (Manufacturer of Automotive (Tier 2) & Power Generation Equipment)
Leadership
Develop business plans, metrics, goals & objectives of the organization
Communicate and execute the business model
Manage multi-site manufacturing facilities
Manage contract negotiations and business development with North American customer base, including but not limited to; Alcoa Automotive, General Motors, Ryobi Die Casting, Ford Motor Company, Gibbs Die Casting, Hayes Lemmerz, Remy Inc., Allison Transmission, United Technologies and ABB
Manage supply chain contract negotiations regarding CAPEX projects to procure CNC machine tools, CNC measurement equipment, robotics and automation
Manage all aspects of the business including Finance (P&L), Engineering, Operations, Project Management, Quality, Sales, Purchasing, Human Resources and Maintenance in a dual production machining & production fabrication job shop environment dealing with 40+ personnel
Delegate responsibilities for (6) direct reports
Analyze and assign personnel development requirements to assure business and individual growth
New facility acquisition, project management and procurement
Solutions Development & Operations Initiatives
Sales growth in automotive market averaging 10.19% year after year over (9) year period
Maintain Overall Equipment Effectiveness (OEE) rate of 83%
Average of 18 month Return On Investment (ROI) on production equipment
Customer On-Time Delivery 99.4%
Parts Per Million (PPM) rate of (16), First Time Yield (FTY) >96%, Scrap/Rework <2%, CPK’s >2.0
71.43% inventory reduction of customer supplied product
36% cycle time reduction of product with tolerances of .0001” while enhancing quality
Education & Training
BS, Business Management; Oakland City University, Oakland City, IN - 1994
ISO 9000-2000, ISO 14001; AQA International, Columbia, SC - 2003
Toyota Production System; Vincennes University, Vincennes, IN - 2005
Lean Manufacturing; University of Tennessee, Knoxville, TN – 2008
ITS Advanced; Sacred Heart University, Luxembourg, Luxembourg - 2010
Hot Stove Valves Maintenance; Paul Wurth, Ostrava, Czech Republic – 2010
Spanish Language Classes - 2013
Tools & Processes
Strategic Management (Business Plan Development; Key Performance Indicators (KPI); Risk Assessment; ERP Systems–SAP, BLS; Operating & Financial Modeling)
Operations Management (EHS; KANBAN Systems; JIT Delivery; 5S; TOC; SMED; VSM; OEE; TPM; Error Proofing)
Project Management (OEM Components {Rotating Equipment - Gearboxes, Drive Assemblies, Horizontal, Vertical & Standard Pumps}, Distribution Chutes, Valves; Automotive Suspensions, FWD/RWD Transmission Housings, Crankcases; Tool & Die {High Pressure Die Casting Equipment, Low Pressure Molds, Forging & Stamping Dies}; Power Generation Equipment, Automation)
Quality Management (Six Sigma–DMAIC/DMADV; APQP; PPAP; SPC; TQM; PPI/CI-Kaizen; CA/PA; 8D RCA)
Financial Management (Balance Sheet; Income Statement; Cash Flow; ROI; LTA; Cost Reduction)
Personnel Management (Employee Involvement and Empowerment, Behavior Modeling, Teambuilding, Multi-Tasking Development, Training)
Job Shop Manufacturing Knowledge
CNC Machine Tools & Processes – Makino; Mori Seiki; Mazak; Okuma; Giddings & Lewis; Cincinnati; Toshiba; Kuraki; ONA (milling, drilling, tapping, boring, turning, EDM, polishing, de-burring)
Tooling/Fixtures – Lyndex; Nikken; Seco; Carboloy; Sandvik; Iscar; Mitsubishi; Guhring; MAPAL; Schunk; Jergens; Carr Lane; Kitagawa; (fixtures designed & built internally)
Robotics & Automation – Fanuc; ABB; (complete integration with machine tools & fixtures, material handling, vision inspection, conveyance, parts washing/drying, pick/place, trimming)
CMM Equipment – Mitutoyo; Brown & Sharp; Sheffield; Renishaw; Faro
Fabrication Equipment & Processes – ESAB; WA Whitney; Accurpress; Accurshear; Marvel; HD Plasma; Miller; Lincoln; OTC; (burning, turret punching, forming, bending, rolling, shearing, sawing, plasma cutting, TIG, MIG, MMA, RSW, Stud Arc Welding, dis-assembly, assembly, testing, powder coating, HVLP painting)
Casting Equipment & Processes – High Pressure Die Casting (A380, A390, AZ31B); VRC/PRC, PCP, & Lost Foam (A356); Sand Casting (Aluminum, Gray/Ductile Iron, Carbon Steel, Stainless Steel, Duplex & Super Duplex); Forging (6061, 4140); Non-Destructive Testing (Dye Penetrant Inspection, X-Ray, Magnetic Particle Inspection, Pressure Testing)
Engineering Software – Unigraphics; Pro/Engineer; Mastercam; Solid Works; AutoCad; ANSYS (FEA)
Languages
English
Spanish
References
Available Upon Request
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