Chris V. McGee, MBA

McCordsville, IN ***** 219-***-****

https://www.linkedin.com/in/chrisvmcgee ad07cu@r.postjobfree.com

SUMMARY

Manufacturing, business and supply chain process leader. A strategic thinker who can conceive and implement novel strategies, grow businesses through focus on process, technology, efficiency, good management practices, Lean and Six Sigma processes. Proven track records in safety, cost reduction, quality improvement, change management and manufacturing management. Exceptional ability to collaborate with diverse, cross-functional, cross-business and multi-cultural teams. Areas of expertise include:

Safety

Process Safety Management

Risk Management

Manufacturing Plant Operations

Manufacturing & Production Management

Black Belt and Lean Leader

Continuous Improvement

Capital and Expense Budget Responsibility

P&L responsibility

Financial Control and Improvement

Optimizing Plant and Business Performance

Management of Change

Leadership of Change

Process / Facility Engineering, Design, Build and Startup

Analytical Problem Solving Skills

Customer Satisfaction

Partnering with Suppliers, Clients and Customers

Quality Improvement

New Process Implementation

New System Implementation

Management in Traditional & Self Directed Team

Managing Cross Functional Team

Coaching, Mentoring, People Development

Collaborative Leadership

R&D Oversite experience

Global Experience

PROFESSIONAL EXPERIENCE

The Heritage Group - Asphalt-Materials, INC

Executive Vice President (2020 to 2023)

Vice President Operations, Indianapolis, Indiana (2015 to 2020)

Prior to 2019, Responsible for 15 Asphalt processing facilities located across 6 states in the mid-west producing multiple products for the road construction and maintenance industry.

In 2019 Acquired 4 more facilities, 2 trucking companies and 2 application companies

In 2020 Acquired 3 more facilities

In 2021 acquired 1 more facility, bringing the total to 23 facilities, 3 trucking companies and 3 application companies operating in 8 states.

Responsible for approximately 200 employees, $75 million-dollar operating expenses and $17M Capital budget and $400,000,000 in raw material usage.

Identified gaps within my staff and re-organized and recruited.

Focused on improving safety, leadership and operational excellence by coordinating and leveraging resources from different parts of the organization.

Implemented a performance review and goal setting process for salaried and hourly employees

Implemented a performance based bonus system for hourly and salary operations team members.

Created a Plant Manager in Training program to increase the depth of the bench and the strength of the organization

Initiating a safety process cultural journey and implemented a Safety Management System

Implemented an enhanced incident investigation process and follow up action tracker

Prevented the failed launch of a custom designed ERP system

Upgraded the ERP system to include real-time cost increase / decrease information for each batch produced (or accumulated by product over a user defined time period) compared to standard costing.

Implemented a 5-year capital planning process, overhauled the timing and process for planning and receiving approval from the Board of Directors of the working capital budget.

Began a Lean journey by implementing individual plant score cards, 5S and an A3 problem solving tool.

Implementing a Preventative and Predictive maintenance system.

Created the Continuous improvement department, completed a Greenbelt project to debottleneck a key production process, a Design for Six Sigma Black Belt Project to improve the collaboration between sales and operations, Completed a DMAIC Black Belt project to create forecasting tools that will be used in a future MRP project.

Implemented a CBT tool to improve compliance training execution and tracking

Overhauled the waste management process

Documented over $1,000,000 in cost reduction in 2023

Reduced TRR from 3.5 to 1.0 (3 recordable injuries in the entire company for 2023)

Avery Dennison - Materials Group North America

Plant Manager, Greenfield, IN (2013 – 2015)

Responsible for a non-union, high speed coating, lamination and finishing facility using Lean manufacturing practices to manage and six sigma tools to drive improvements. The plant has over 275 full time employees plus a variable number of temps. Annual direct spend of $40 million and raw material spend of $240 million. Directly accountable for all aspects of the facilities performance including Safety, Environmental, Quality, Operations, Maintenance, Engineering, Delivery, Cost, Losses, Human Resources, Lean and 6 sigma projects.

Reduce recordable injuries from 6 in 2012, 7 in 2013, to 2 in 2014 and only 1 in 2015 by engaging the Team Managers in the safety process.

Reduced customer complaints by 5% (0.72 to 0.68 occurrences per million opportunities) by creating focus teams led by Team Managers and operators to address specific complaint categories that were people driven and focusing engineering resources on the complaint categories that were machine and raw material driven.

Realigned staffing models across the plant to align with production demand allowing for a 25 headcount reduction. (>$1,000,000 per year in savings)

Met total cost plus loss targets for the first 6 months of 2015.

Collaborated with a cross functional divisional team to successfully implement a new technology and brought the new products to market on time.

Ashland Inc. 2002 – 2013

Plant Manager, Hernando MS (2007 – 2013)

Responsible for all operations of a non-union consumer product blending and packaging Plant and Distribution Center. The operation includes 3 different facilities and over 160 full time employees. Directly accountable for all aspects of the facilities performance (e.g., safety, environmental, quality, operations, maintenance, personnel, cost reduction, strategic planning, capital planning, group and individual development, salary administration, HR).

Implemented a new corporate wide multifaceted safety program to address a poor safety culture.

Overhauled regulatory compliance procedures and re-aligned the plant leadership teams responsibility for those procedures to ensure compliance.

Prepared local organization for the successful construction and integration of a new business line moving to the facility. ($25 Million in capital, 35 new employees, 420 new raw materials, 350 new blends, 2200 additional SKUs).

Successful startup of new blending and packaging operations.

Utilized capital and maintenance resources to improve the effective run time of the plants main packaging line by 20%.

Expanded plant operations from 2 shift per day to 3 shift per day (Without increasing headcount) to increase the plants ability to respond to seasonal demands of the various product lines more efficiently while reducing cost and overtime thought the year.

Initiated and led a lean manufacturing initiative to drive plant operating efficiencies and reduce operating cost. Achieved $1 M in savings and identified another $1 M in potential savings.

Represented Valvoline operations on the Ashland Mechanical Integrity Network which was chartered to standardize an Asset Integrity and Reliability program across all of the different companies making up Ashland.

GlobalOne SAP Implementation, $100+ Million Global ERP Project

Plan-To-Deliver Team Leader, Dublin, OH (2004 – 2007)

Led the Plan-To-Deliver (PTD) process team through blueprinting, design, development and implementation of the ERP for 5 go – live launches. (Canada, 3 in the US and Europe)

Managed key project activities such as Integration Testing, Master Data collection and migration, business process procedure development, cutover planning and Go-Live.

Responsible for the development and management of processes related to manufacturing, inventory management and control, manufacturing master data (material masters, Bills of Material, task lists, work centers/resources, etc.), production planning, production execution, MRP, demand management, long-term capacity planning, Sales and Operations Planning.

Developed the Site Preparation Plans and check lists and Led the Site Preparation Teams which included manufacturing, distribution and warehouse facilities for all Ashland divisions involved in each roll out.

Maintained oversight of educational materials and other change management resources and communications.

In February of 2007, responsibilities expanded to include the Source-To-Pay Team, and project activities related to the Deployment of SAP in Europe, the Middle East and Africa.

Member of the global PTD and STP process councils.

Plant Manager, Calumet City, IL. (2002 – 2004)

Responsible for a union manufacturing plant a producing two high-performance product lines. The plant employed five mangers, 18 salaried and approximately 50 hourly employees. Managed an expense budget of approximately $40 million/year, and a capital budget of $3 million/year. Directly accountable for all aspects of plant performance (e.g., safety, environmental, quality, operations, maintenance, personnel, Six Sigma, cost reduction, strategic planning, capital planning, HR, Contract Negotiations, group and individual development).

Reduced the OSHA Total Recordable Rate from 4 to 1.35 by strengthening existing employee safety systems, initiating new programs, leveraging the safety portion of the gainsharing program and challenging the organization’s culture and attitude about safety and who owns the safety process.

Served as “Change Agent” by increasing expectations and holding key individuals accountable.

Drove Six Sigma implementation with in the plant, identifying cost reduction opportunities expected to deliver 1.4 Million in cost reduction once implemented.

Utilized Asset Effectiveness Modeling to clarify needed workforce staffing changes.

Cedar Chemical Corp., Memphis, TN 1997- 2002

Vice President Mfg., Specialty Products and Contract Mfg. Business (2000-2002)

Responsible for all domestic manufacturing operations, Specialty Products marketing, contract manufacturing business unit, coordination of international manufacturing operations.

Organized and led a successful communications campaign to maintain a union-free status.

Led business re-engineering / rationalization effort that resulted in 40% reduction in salaried headcount and 20% reduction in wage role headcount.

Championed Innovation and E-commerce Teams.

Strategic Supply Chain Manager for North American Operations.

Negotiated price relief from two major raw material suppliers to counteract stiff German and Brazilian competition, which resulted in a 10% reduction in Cost of Goods Sold.

Developed and implemented a sales strategy that resulted in a 5% price increase of a specialty chemical product previously exposed to five years of price erosions.

Utilized outsourcing of non-core-competency activities to improve quality and Cost of Goods Sold.

Eliminated outsourced activities (resourced internally) that matched internal core competency, resulting in dramatic improvements in yields, Cost of Goods Sold and scheduling.

Plant Manager / Vice President Manufacturing, West Helena AR (1997-2000)

Responsible for a manufacturing plant with six operating units. Plant operations include food-grade chemicals, pharmaceutical-grade chemicals, proprietary products, custom operations, specialty products and toll manufacturing. The plant employed 12 mangers, approximately 40 salaried and 100 hourly employees. Managed an operating expense budget of approximately $50 million/year plus a capital budget of $9 million/year. Directly accountable for all aspects of plant performance (e.g., safety, environmental, quality, operations, maintenance, personnel, cost reduction, strategic planning, capital planning, group and individual development, salary administration, work system redesign, R&D lab, QA lab, Accounting, purchasing, Project Management, HR, etc.)

Reduced the OSHA Total Recordable Rate from over 12 to 1, by modifying the existing employee safety systems and challenging the organization’s culture and attitude about safety and who owns the safety process.

Served as “Change Agent” and modified plant culture through improved communication, increased expectations, empowerment of the workforce and shared accountability.

Championed redesign of new training system, which became a significant factor in reducing employee turnover.

Achieved more than $2.2 million through cost-reduction projects. Annual controllable cost $1 million better than budget in 2000, 2001, and 2002.

Implemented Asset Effectiveness Modeling for all operating processes.

Implemented capital projects to increase the capacity of two separate production units.

Implemented SPC, Quality Improvement Teams and systematic problem solving systems.

Reorganized the maintenance process inside plant to meet ISO 9002 certification requirements.

Champion of a $9 million construction project for a custom-manufacturing customer, construction required 9 months from concept to completion.

Previous Relevant Experience

Monsanto, St. Louis, MO. - $9 Billion Life Sciences Company 1985-1997

Greenwood, SC, Nylon Division

Superintendent Polymer, Salt Strike, Power and Utilities, 1996-1997

North Plant Superintendent, Bulk Continuous Filament 1995-1996

South Plant Superintendent, Bulk Continuous Filament 1993-1995

Sauget, IL, Chemical Division

Business Unit Leader, P2S5 1991-1993

Business Unit Leader, PCL3 1989-1991

Production Engineer 1988-1989

Night Superintendent 1987-1988

Project/Process Engineer 1985-1987

EDUCATION

Bachelors of Science, Chemical Engineering,

University of Missouri, Rolla, Missouri

G.P.A. 3.90 / 3.98 / 4.00 (Cum/Major/Scale), 2nd in class

Graduated December 1984

Masters of Business Administration,

University of Memphis, Memphis, Tennessee

GPA 4.0 / 4.0

Named Outstanding Student by peers and faculty.

Graduated May 2002

Professional Development

Business Strategy – Washington University, St. Louis,

Leadership for Plant Management TTS, Denver, CO.

Managing in a Union Environment – University of Michigan

Fire Fighting School – Texas A&M

Hazmat response school – Lamar University TX

Union Avoidance Training

Statistical Process Control Training,

Yellow, Green and Black Belt Training

Consulting Pairs / Diversity Training

Additional Relevant Information

Board of Directors for the Desoto County Economic Council

Board of Directors for Ability Works, Olive Branch, MS

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