Mechanical Engineering Management

Chadwick J. Elliott

*** ********* ***** ~ McHenry, IL 6005

Phone: 815-***-****

Email: acynso@r.postjobfree.com

Core Qualifications

** ***** ** ********** ********, leading, implementing and executing C.I. Programs / projects

Budget development, allocation and monitoring

20 years of experience in Plastics, Resins, Food & Beverage and Chemical Manufacturing

Experienced in employee scheduling, inventory control and sales analysis

Big-picture focus on company goals

20 years experience managing cross-functional teams

Multi-unit Operation management

Operations Start-up

Quality Improvement

Contract Negotiations

Labor Cost Control

P&L Management

Change Management

Strategic Vision Development & Deployment

LEAN Manufacturing expert

DMAIC Method and Statistical Analysis

5S, 5Y, Kaizen, Kanban, LPI, Theory of Constraints, TPM methodologies

Process Redesign / Staff Development

Certifications:

• ASQ Six Sigma Green Belt (Certification #3300)

• ASQ Six Sigma Black Belt (Certification #10090)

Education

University of Wisconsin-Parkside, 1999

Kenosha, Wisconsin, United States

Business Administration

Bachelors of Science in Business Administration

Milwaukee School of Engineering, 2010 (completed while working full-time)

Milwaukee, Wisconsin, United States

Mechanical Engineering

Bachelors of Science in Mechanical Engineering

Professional Experience

Consultant / Contract Position

January 2015 – Present

Company is confidential

Mentor and develop Lab Technicians, Quality Engineers, Continuous Improvement Champions, Production and Warehouse personnel

Wrote Standard Operating Procedures for the Color Matching Department

Prepared company for ISO 9001:2010 and ISO 14001 certifications

Spearhead change management to reshape company culture

Director of Operations, North America

August 2012 – January 2015

Reschcor, INC. - Elkhart, IN

Lead multi site manufacturing, engineering, maintenance, tool room, facilities, quality, continuous improvement, human resources, scheduling / planning & customer services teams

Responsible for all financials across the divisions

Responsible for developing and adhering to the annual budgets set forth

Member of the Executive Leadership Team

Led 2 successful reorganizations from development to implementation

Created, set and implemented corporate wide goals and Key Productivity Indicators (KPIs)

Through data analysis made strategic and tactical recommendations to Reschcor ownership specific to annual outlook, niche customer base and company vision

Led the Reschcor team through building a state of the art 90,000 square foot facility

Implemented robust DPM, TPM and PM programs

Increased monthly sales over a 12 month time frame while also increasing GP $ / GP % by keeping COGS at a level consistent with GP percentage goals

Grew a $9.1 million dollar business unit to $11.2 million dollars through streamlining internal processes, developing stronger customer relationships and reducing overhead

Teamed with our #1 customer to understand their business needs which allowed Reschcor Operations to move out of a $300k customer WH backorder situation into a $1.2 million dollar WH inventory level in 5 months – warehouse target was set by customer – Later we recommended to our customer that we work in a JIT format-customer agreed and operations are handled in this fashion presently

Led the operations team through multiple record sales and profitability months

Trained, developed and led 6 direct reports (5 Managers and 1 Supervisor) along with 98 indirect reports

Assessed material flow barriers which led to creating an ABC analysis to determine the correct raw material and expense item mix needed within the primary and secondary WH’s

Led the Quality Team through a RMA (Customer Returns) process which took our Parts Per Million produced figure from 2,835 to 824 ppm over a 6 month time frame (70.93% reduction)

Led the Engineering & Maintenance teams through a Zero State effort on current equipment – result increased Utilization by 18% and reduced Technical Downtime by 39%

Conducted SMED events to reduce the associates effort within the changeover times achieved a 63% reduction (183 minutes to 61 minutes) through center lining, eliminating the need for tools during the changeover and choreographing a rapid changeover through the use of Spaghetti diagrams which eliminated wasteful steps during our changeover process

Led the Plant Management Team through the redesign of the manufacturing performance boards within the Visual Management System to align the VMS with corporate goals / KPI’s

Led multiple projects and Kaizen events which led to substantial improvements across the manufacturing floor – Tool Crib Project Team which reduced Setup, Startup and Sizing in times by 75% (4 hours down to 1 hour) in a 61 day time frame

Implemented, led & facilitated training and development programs for the manufacturing teams Example; Building Blocks of LEAN

Cell Owner (Production Manager)

Jan 2010 – August 2012

Dannon Yogurt Company-Minster, OH

Decreased Technical Downtime from 14.54% to 5.54% on average per week via implementing Mechanical Center Line methodologies and continuous mechanical improvement philosophies

Utilized SMED workshops to decrease packaging line product changeover times by 35.75% which increased OE / PE by 1.25%

Increased Operational Efficiencies from 75% (when I began) to 82% (YTD) across 6 packaging lines via revamping the automation processes, streamlining changeovers, a continual focus on Operator best practices and behaviors and listening to the people

Developed and implemented a tag management system for all 4 and 6 oz Arcil packaging lines

Fostered positive working relationships via team building outings with plant personnel which boosted morale and team performance

Developed and implemented a Operator / Team Leader rewards program

Implemented an Autonomous Management system across the 4 oz Arcil lines which improved the C.I.L.T. (Clean, Inspect, Lubricate, Tighten) procedures, developed

standards of clean, and identified difficult to inspect / hard to reach areas

Wrote and revised Competency Worksheets and ISO control documents to reflect current packaging floor practices

Teamed with Procurement and Scheduling to maximize operational uptime and reduce unnecessary tasks within the day-to-day operations

Obtained ODA and FDA approval for extended run times between CIP’s (cleaning and sanitation) via revised automation procedures and by maximizing turbulent flow methodologies

Implemented 100 hour run times (previously set at 76 hours) between CIP’s which increased the packaging line OE / PE by 3.5%

Machine Operator, Production Supervisor, Manufacturing Manager & Plant Superintendent

June 1998 – Jan 2010

Pak Technologies-Milwaukee, WI

Scheduled and executed a production plan for chemical blending, fulfilling, packaging, and quality control operations which increased efficiencies by 26%

Increased profits by 63% in one year through restructuring the Chemical Blending and Packaging operations

Developed divisions first incentive performance plan which motivated staff and increased overall production output by 23%

Achieved LSS Green Belt Certification and Black Belt Certification

References

Available upon request

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