Continuous Improvement Manager

John F. Nowak

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Career Summary

Multi-faceted Operational Excellence Business Leader with more than 20 years of experience driving change and delivering business results through the innovative application of continuous improvement and lean enterprise tools. Excellent communication and motivational skills in a team environment along with the ability to be versatile and effective in any type of working culture.

Qualifications

Safety, Lean/Operational Excellence Leader

Excellent ability to partner with Employees and Union Leadership to achieve company goals and objectives

Ability to succeed and deliver results in a fast paced, demanding environment

High level of interpersonal skills to collaborate with others, motivate employees, and elicit work output

Proficient knowledge of machining (steel & aluminum), assembly, fabrication, and heat treating operations

Leader in Strategy Deployment and Root Cause analysis through collaborating with teams to drive improvement Relevant Experience

Joy Global – Underground Mining Division - Solon, OH 1/14-3/17 Site Manager – Solon Operations

World-class Company delivering the most reliable and productive products, systems and solutions that solve mining’s toughest challenges.

Managed the Solon Operations factory and all the value streams of Head Shafts, Gears, Torque Shafts, Bevel Gears, and Heat Treat operations to support all Surface and Underground OE and Service mining machine.

Lead the performance of Engineering, Planning, Quality, HR, and Financial Controller to ensure factory performed on time and to budget. Managed total leadership salaried staff of 35 and +150 direct unionized hourly workers covering a three-shift operation.

Developed strategy deployment around objectives for Safety, Quality, On-Time Delivery, Productivity, and Cost.

Partnered with EHS team and Union Leadership to drive a 100% reduction in FY2016 total recordable incident rate (TRIR 4.67) and lost work day case rate (LWDCR 1.37) to 0.00 obtaining a Zero Harm culture for a 14- month period. This was achieved through initiating Weekly Safety Walks, Safety Observation Tours, 24 hr. incident investigations, and driving immediate closure to Safety issues and concerns.

Lead the operations team by improving my factories on-time delivery rate through implementing corrective actions focusing on eliminating waste thus reducing past due hours from 8,803 to 1,915 in a 12-month period.

P&L responsibility for the Joy Center of Excellence Gear Component facility business including in/out sourcing of products to maximize revenue based on margins with an annual operating budget of $20 Million. Joy Global – Surface Mining Division - Milwaukee, WI 5/12-1/14 Value Stream Manager – Electrical Manufacturing – Orchard Street Factory Managed the Orchard Street Factory operations for all the value streams of the AC and DC motors, Operator Coops, and electrical cabinets for large surface mining P&H OE and Aftermarket components. Managed up to 8 production Group Supervisors and +150 hourly operators during a three-shift operation driving improvements around objectives for Safety, Quality, On-Time Delivery, and Cost.

Partnered with plant staff and Union Leadership to drive a 31% YTD recordable reduction from 9.03 to 6.27 and a 26% reduction in LTI rate from 3.38 to 2.51. This was achieved through initiating Weekly Safety Walks, Safety Observation Tours, 24 hr. incident investigations, and driving immediate closure to Safety issues and concerns.

Lead the operations team in reduction of 25% in scrap and rework through initiating implementation of 5-why problem solving and root cause analysis.

Lead the operations team in improving Orchard Street on-time delivery rate from 15% to 95% for FY2013. Improved aftermarket to 89%, Shovel Components to 100%, lead build time reduction of Coops from 28 days to 22 days, and reduced past due from 3.5 weeks to 0.71 weeks by FY 2013-year end.

Lead the operations team in identifying cost improvements through 6S initiatives of removal of old equipment and obsolete processes thus freeing up floor space for efficient product flow. John F. Nowak Page 2

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MillerCoors Brewing Company - Milwaukee, WI 12/10-5/12 Second-largest world-class adult-beverage producer Brewing Team Leader –Finishing Department

Brewed and supplied all brands of MillerCoors beer to 8 various packaging lines. Supervised, facilitated and coordinated the activities of up to 18 unionized brewery workers, across numerous shifts.

Managed high speed production to supply beer to eight different packaging lines with each line pulling up to 350 barrels per hour at any given time.

Coordinated team-building activities between team members using WCM (World Class Manufacturing) principles through developing teams to be self-directed while increasing their engagement of the business. Harley-Davidson Motor Company - Menomonee Falls, WI 2/06-12/10 A world class motor company generating $5.25B revenue per year. Powertrain Operations - Work Group Advisor - Steel Machining Managed responsibilities for workgroups consisting of 23 unionized hourly personnel for the production and machining of Big Twin and Middle Weight Flywheel Assemblies, 6 speed transmission gearing, and drive shafts for Steel Machining.

Successfully managed the relocations of all FL Flywheel Machining lines to the East Side of Pilgrim Rd. without impacting assembly line and achieving all budgeted goals pertaining to Overtime and Cost. This also included the successful managing and completion of all IPPAP’s prior to production.

Led in the successful launch of the new six speed transmission. This included Cell re-alignments, capability studies, machine installation, bank building and machine runoff. GM Powertrain - Bay City, MI 6/01-2/06

Division of largest American-based automotive manufacturer Production Advisor – Machining Operations

Managed +50 operations and maintenance personnel; production of transmission and engine components.

Led plant performances of goals for Safety, People, Quality, Responsiveness, and Cost (S.P.Q.R.C.)

Direct customer contact to numerous engine and transmission assembly plants to partner on continuous improvement projects. Led implementation of GM-GPS Lean Manufacturing Techniques. Production Supervisor – Machining Operations (Student Intern – Two terms) 4/99-8/00 Led various departments’ performance for S, Q, D, & C of numerous engine and transmission components for final assy.

Supervised hourly employees during production of V6 & V8, 2.2L/ 3.1L Engine Assembled Camshaft and the Gen. III V8 Truck Camshaft. Trained and monitored progress of new employees through Best People Practice’s and developed Standardized Work to maintain and improve standard processes. Castrol Industrial N.A. – Saginaw, MI 2/97-4/99

Multi-billion chemical-management contract company hired by GM’s Saginaw Delphi Steering Systems - Fluid Technician I

Managed cost out projects and JIT inventory management of chemicals for manufacturing operations. Education

Central Michigan University - Mt. Pleasant, MI - May 2001 Bachelor of Applied Arts; Major: Industrial Supervision and Manufacturing Management Minor: Industrial Technology

SME – Neovista Consulting, LLC - Longview, TX: Bronze Lean Leader Certification Fall of 2013 University of Michigan – Ann Arbor, MI: Lean Manufacturing Certification - December 2012 Harley-Davidson University – Milwaukee, WI: 6 Sigma Yellow Belt Certification - July 2009

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