Manager Customer Service

Kenneth Patrick O'Brien

******@*******.*** 330-***-****

Capability Profile

Results driven manager with significant experience in operations management in both the technical and commercial goods global markets with a consistent record of growing the businesses. Success in multiple start-up operations, P & L development and accountability for business units, Finished Goods/Raw Material Inventory levels responsibility and the management of growth in multiple markets. A demonstrated capacity to build firm relationships with multiple levels and disciplines consistently to achieve successful business outcomes and a collaborative leadership style resulting in engaged, motivated and high performing teams. A background in both Union and Non-Union facilities with successful engagement.

Areas of expertise

Change Management Leadership Development Analytic Thinking Strategic Thinking Results Oriented Budget/Financial Mgmt Inventory Control Creative Thinking

Supply Chain Mgmt Building Collaboration Customer Oriented Lean Implementation

Qualifications

B.S., Engineering Management (Honors)-University of Missouri-Rolla (USA): 1982

Continuing Education

-Financial Training-British Petroleum In-house training class

-6 Sigma Green Belt-Akron University: 2007

-MSA41108 Cert IV Competitive Mfg -Lean Manufacturing- 2014

Career Outline

Unifrax LLC- Plant Manager for Specialty Fibers in Summerville SC Jun 2015-Present

Foseco Pty Ltd- Technical Mfg/Services for the Foundry Industry Oct 2010-Jan 2015

Operations Manager Australasia-Australia-Union

Foseco Metallurgical- Technical Mfg/Services for the Foundry Industry Oct 1996-Sep 2010

Filtration Marketing Manager-NAFTA-Cleveland Ohio USA -Union Jan 2008-Sep 2010

Business Unit Manager-Filtration/Coatings/Sleeve- NAFTA-Cleveland Ohio USA Oct1996-Dec 2007

Edge Seal Technologies-Start-up Operation for the Window Industry Sep 1994-Oct 1996

Operations Manager-Bedford Ohio-USA-Non-Union

GOJO Industries-Global Personal Care Product Manufacturer Jun 1990-Aug 1994

Plant Manager-Akron Ohio- USA-Non-Union

Colgate Palmolive-Global Personal Care Product Manufacturer Jun 1982-May 1990

Team Leader –Cambridge Ohio-Non-Union Oct 1987-May 1990

Industrial Engineer/ Supervisor-Kansas City Mo-USA-Union Jun 1982-Oct 1987

Key Achievements

•Transformed Foseco Pty Ltd operations from a traditional top down operating company to incorporate Lean principles, World Class HSE standards, Operational controls and Inventory management. Since 2011, Zero LTI’s, Inventory reduction of 50%, OTIF of 97.2% and Lean Processes integrated into the Supply Chain.

•Oversaw the installation and start up of a $6M production line and expanded the product offering through engineering design and increased the market sales by 50% from 33M equiv to 49M equiv within 4 yrs. in North America.

•Global team leader for one of the top 6 RM's used by all Operating companies within the corporation. Negotiated a reduction in cost of over $700K in 3 years on $16 million in expense.

•Expanded the operational capacity of GOJO Industries by increasing output 33% through scheduling and TPM programs to meet a growing demand. This increase occurred without additional FOH cost and allowed the expansion into the international business sector.

Unifrax LLC 2015 to Present

Unifrax Specialty Fibers (USF) is a global leader in glass-based products for fiber and specialty nonwovens producers supplying technically demanding filtration, separation, and insulation markets.

Plant manager reporting to Director of the Americas

The Plant Manager is responsible for all manufacturing functions at the plant. The position provides manufacturing leadership to meet the Company's strategy and business plan by directing and implementing operation strategies and objectives from the Director to achieve the manufacturing goals. Closely collaborates and partners with sales and marketing, R&D and finance to ensure a high level of customer service as well as continuous cost reduction. Role also focuses on safety and quality.

Foseco Pty Ltd 2010 to 2015

Global technical leader and supplier of Chemical Compounded products and services to the foundry industry with operating sites located on all continents and in the major foundry countries.

Operations Manager Australasia

Reported to CEO/Area Director Australasia

Member of the Executive Team and oversees all aspects of Operations Supply Chain including Logistics for Australia and New Zealand. Transformed Operations from a top down directive driven style of management into a consultative and collaborative team environment while reducing inventory, increasing OTIF, improving HSE metrics and maintaining Gross Margins in line with corporate policies. Union shop

Financial

• Led the reduction initiative on inventories for Australasia from over $4.4 million to over a 50% reduction in total inventory value and 31% reduction in days of inventory across all sites.

• Spearheaded Lean COGS initiatives programs that reduced Operational costs by $460K actual in 2013 and $612K annualized.

• Introduced and implemented purchasing initiatives that will reduce RM spending by 3% on $31M budgeted spend in 2014

• Distribution/Logistics reorganization and contract restructuring that lowered costs from $1038K to $977K

Customer

• Created a lean process reducing inventory and increasing customer service levels from 94.21% in 2011 to 97.29% in 2014.

• Reduced shipping errors to New Zealand through process changes which increased OTIF from 93.24% in 2011 to 97.09% in 2014 and reduced inventory by 37%

Systems

• Developed processes and information systems that track real time sales, inventory movements and average sales by SKU and customer improving customer service levels. These reports are utilized throughout the company to determine KPI’s and objectives for continuous improvement activities.

• Total Predictive Maintenance system installed and controls put in place to increase machine uptime and reduced maintenance costs. Machine uptime increased from 84.6% to 95% and maintenance costs reduced 15.6% between 2012 and 2013

• Costing system reviewed and changed to reflect movement in activity implemented. Improved GM analysis and product selling calculation accuracy

Cultural

• Led Lean projects that focused manufacturing efficiencies, process improvements and are now part of the work environment. Projects included a 50% reduction in paper used in manufacturing process tracking, energy efficient lighting and compressors installation, elimination of high risk ergonomic activities and QC raw material inspection

• Lean projects outside of manufacturing included shipping to New Zealand, Commercial Wares Over/Under stocking and 5S in multiple areas of the Sales and Marketing Departments

• Created a Health and Safety culture that resulted in Zero LTI’s since March 2011 and in Work Cover Premiums being reduced by $600K per annum since 2012.

• Hired and developed a management team including Purchasing, HSE, Engineering, Warehouse and Operations Supervision attaining desired results of process improvement and team involvement.

• Safety Audit program initiated that include all employees. Audits completed monthly increased from 2.7 per 20 employees in 2011 to 12.3 per 20 employees in 2013. Participation runs at 98% monthly.

Foseco Metallurgical Inc. 1996 to 2010

Global technical leader and supplier of Chemical Compounded products and services to the foundry industry with operating sites located on all continents and in the major foundry countries.

Filtration Marketing Manager 2008 to 2010

Reported to Vice President of Sales and Marketing

Manage and oversee all aspects of marketing for all foundry filtration products, determining the pricing strategy and development needs for the industry in North America. Union shop

Achievements

• Identified Large Casting market of $1 million additional business at 46%GM and created products designed to meet this need. Design, development and launched occurred within 8 months to meet this demand.

• Coordinated recipe development needs for a differentiate product from present competitive offerings and implemented within 1 year.

• Led a SWOT analysis used to redefine the marketing strategy in the iron filtration segment. Identified opportunities from the analysis that translated into $600K of projects in 2009

Business Unit Manager 1996 to 2008

Reported to Vice President of Operations

Managed business units within a new operational structure and changed the culture of the Operations Department from traditional to a flat and consultative approach. Managed 3 separate business units which included the installation and start-up of a $6 million filtration product line for the North American market. Union shop

Achievements

• Installed and led start-up filtration manufacturing unit within 2 years from inception and increased the operational capabilities by 15% after 1 year through improved engineering of the line operating processes.

• Reduced staffing requirements by 15% through more efficient system design on slurry preparation and work flow which allowed for improved operational efficiencies to meet increased demands after 2 years

• The line improvement components allowed for a market growth of 50% in the filtration unit within 6 years without increasing in FOH cost and a reduction in operational costs of 20%.

• Global team leader for coordination of foam sourcing and strategy for purchasing between operating companies. Negotiated cost reductions that achieved $700K in savings in 3 years on $16 million in spending.

• Reduced inventories by 10%, increased uptime by 20% and on-time delivery rates exceeded 95% from the 2005 to 2008 timeframe in the non-filtration business units that I managed.

• Implemented a real time quality tracking system reducing variation and control of operational parameters. This resulted in a 14% reduction in the product specification range while maintaining a 3-sigma std dev to improve our market position vs competitors.

Edge Seal Technologies 1994 to 1996

A Start-up operation that manufactured windows components for the replacement window market.

Operations Manager

In charge of all aspects of the manufacturing and shipment of customized window inserts to the framing and glazing industry. This is a classic JIT operation that required a 24-hour turnaround on all orders. Non-Union shop

Achievements

• Opened a new operating facility while shutting down the existing operation simultaneously. This included the start-up of prototype equipment in the new operation without affecting customer service or delivery.

• Expanded our market from just the Cleveland area to include Detroit and maintained the same 24hr turnaround time.

GOJO Industries 1990 to 1994

Manufacture of Personal Care products for the Global Commercial, Medical and Industrial markets. Customized products developed for targeted markets and toll manufacturing of international products for the USA are also part of the portfolio.

Plant Manager

Direct all manufacturing of the Personal Care products for the commercial, medical and industrial industries. Duties included staffing, process improvement projects and coordination with the marketing divisions for a 300+ personnel workforce in manufacturing. Non-Union shop

Achievements

• Developed a 7 day 3 shift operation for the bagged soap operation that allowed for growth without additional capital investment or supervision increases. This afforded the opportunity to expand the market before financial decisions needed to be made.

• Expanded the market by developing in-house printing capabilities for customized production in the private sector for improved response to customer needs.

• Business growth included international expansion due to response time improvement, flexibility of processes and expansion of equipment capabilities.

Colgate Palmolive 1982 to 1990

A Global Leader in the Personal Care Products market with operations on all continents.

Team Leader-Cambridge Ohio 1987 to 1990

Recruited to be one of 7 leaders and coaches for teams of operators in the building and start-up of a green field operation. Troubleshoot prototype equipment and create a team working atmosphere in a new facility with all new personnel and processes. Non-Union shop

Industrial Engineer/Supervior/JITCoor -Kansas City Missouri 1982 to 1987

Industrial engineer for the whse and bar soap departments which included responsibilities for budgeting, workflow and project development in order to improve operations.

Supervisor in the Laundry Soap department and then in the Whse in order to develop appropriate supervisory skills in a variety of areas in the organization. Union shop

JIT Coordinator position was developed and headquartered out of NYC. Project area of emphasis was the Bar Soap dept. as a new building and production lines were installed and the concept of JIT for improved operations needed to be introduced.

Registration and Associations

Tau Beta Pi –National Engineering Honorary

AFS- American Foundry Society

Volunteer Organizations

Australian Red Cross

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