CHRISTOPHER M. LENTSCH

612-***-**** www.linkedin.com/in/chrislentsch aczx1k@r.postjobfree.com

SUMMARY:

Over 20 years of plant management and manufacturing leadership, guiding multiple profit centers and blending a strong general management background with a comprehensive understanding of facilities, distribution, human resources, financial management, and sales and marketing. Have demonstrated ability as a broad-based generalist, functioning as Chief Technical/Engineering Officer, Chief Information Officer, and Chief Manufacturing Officer. Proficient in guiding and growing a company; adept at building profits through innovative leadership and effective conservation of corporate resources; with a strong commitment to achieve corporate goals through development of quality staff, superior products, and cost-effective programs.

Possess a reputation for identifying and solving complex business issues; motivating staff to outstanding performance through strong leadership and mentoring capabilities; possessing a motivational, coaching, and achievement oriented management style; and being tenacious at achieving corporate mission and profit goals.

CAREER HISTORY AND SELECTED ACHIEVEMENTS:

2014 - 2016 Production Yard Coordinator

BELL LUMBER AND POLE, New Brighton, Minnesota

Operational responsibility for all North American utility pole production yards. Duties and responsibilities included

Leadership for successful day-to-day operations in the production yards (seven locations) including planning and executing manufacturing budgets totaling $7.5MM

Ensure all production yards comply with company safety, environmental, and quality standards.

Mentor and develop production yard supervisors

Identify, justify, and implement capital expenditures as they related to productivity, quality, and lead times.

Led new startup production yard from launch to successful attainment of quality and conversion cost goals.

2010 - 2013 Consultant, Lean Six Sigma

LEAN PARTNERS – MINNESOTA, Minneapolis, Minnesota

Led lean transformations with clients in the following industries: medical device; automotive; industrial circuits and sensors; machining; appliance manufacturing; metal fabrication; job shop; State of Minnesota government; County workforce training centers.

Developed overall Continuous Improvement strategy from pre-launch planning through Lean initiative implementation to a successful culture of Continuous Improvement

Created Intellectual Property, classroom, and individualized training materials

Mentored groups and individuals including team leads, supervisors, managers and directors

Extensive experience using Lean and Six Sigma tools: VSM, SMED, 5S, Standard Work, Kaizen, FMEA, ANOVA, Pull Systems, Poka-yoke, SPC, JIT, and many others

Led transformations in production, material handling, logistics, transactional (office), and engineering

Additionally have implemented or have working knowledge of TQM, TPM, ISO 9000-2000

2009 – Ongoing Principal

LMC ASSOCIATES, Minneapolis, Minnesota

Founded and guide this project management practice focused on Lean manufacturing, productivity improvements, and engineering solutions for the small and medium sized business community.

1990 – 2009 Director of Production

UNIFIED SCREENING & CRUSHING, Eagan, Minnesota

A $65 million manufacturer and distributor of woven wire cloth, manganese, and related products.

Initially hired in 1990 as an Engineer / Project Manager; promoted in 1998 to VP of Engineering; final promotion in 2003 to Director of Production in the corporate parent, Unified Screening & Crushing, responsible for 5 manufacturing facilities.

Responsible for P&L and general management functions and production responsibility in multiple profit centers; operations and administration; strategic planning; HR and financial functions; development of operational and business plans; profit improvement and cost-containment programs; manufacturing, engineering and R&D; facilities management; logistics / distribution; sales, marketing; development of new product lines; and staff hiring, training, and motivation. Have managed teams of up to 175; managed multiple simultaneous operating and project budgets in excess of $1million.

Designed and implemented new operational and staffing procedures, new administrative policies, and updated the information management systems. Results increased production by 63%, annual revenues from $20,000,000 in 2003 to $30,000,000 in 2008, and pre-tax profits by 21%.

Directed the process to reverse a loss situation in the Michigan division. Developed the strategic plan; initiated new production, inventory control, HR, and administrative management procedures; and implemented aggressive marketing program. Result increased sales from $1.4 million in 2003 to over $3 million in 2008, reversing a 2.7% annual loss to an 8.7% annual pre-tax profit margin.

Created a profit improvement program for the Ohio operation, increasing sales from $492,000 in 2003 to over $2,430,000 in 2007, reversing an 18% annual loss to 8.5% in pre-tax profit.

Initiated a Continuous Improvement program powering innovation, cost control, and productivity improvement in all aspects of the company culture.

Responsible for all corporate information and communication technology. Drove continuous improvement in information management and ERP/MRP systems; purchased new hardware and software; integrating all management systems including supply chain, sales, and manufacturing; conducted staff training. Result was a substantial decrease in record to report time and vastly improved flow of information, and a savings of hundreds of thousands of dollars annually in labor and transactional costs.

Created the company’s first formal engineering department. Reorganized and implemented all engineering components including R&D, metal fabrication, drafting, maintenance, quality assurance, and information technology. Responsible for designing and developing production machinery and leading R&D efforts for new products and processes

Aggressively managed supply and distribution chain including; establishing rigorous supplier qualification program; reducing lead times; and assisting distributors to develop comprehensive inventory and reorder strategy.

1985 – 1990 Engineer

PAPER CONVERTING MACHINE COMPANY, Green Bay, Wisconsin

A $125 million company that designs and builds high speed, automated paper converting machines.

Performed all engineering functions including serving as project manager; finite element analysis; design optimization; new product design and development; design and management of product testing; prototype design, construction, and checkout; reliability and qualification testing; research and testing of new technologies; and safety engineering.

EDUCATION:

BSME Mechanical Engineering Design / Computer Integration of Engineering

University of Minnesota (Institute of Technology), Minneapolis, Minnesota

Lean Six Sigma Black Belt, University of St. Thomas, St. Paul Minnesota

Ongoing Education: has included completing 4 of 9 courses towards an MBA at the University of Wisconsin, Green Bay, Wisconsin; and numerous additional courses, seminars, and workshops focusing on engineering, CAD-CAM, collective bargaining, Design of Experiment (DOE), and continuous improvement processes.

Software Expertise: All MS Office applications including Visio and Access; AutoCad; MiniTab; Crystal Reports; ERP/MRP; JavaScript; VBA.

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