Darrell R. Finck

Somerset, OH ***** 740-***-**** ad12o0@r.postjobfree.com www.linkedin.com/in/darrell-finck/ Summary:

Results-oriented Plant Leader with a strong track record of driving performance improvement through understanding and experience in lean manufacturing principles, problem solving techniques, financial analysis, team building and change management. More than 18 years experience in Plant Leadership and implementing lean manufacturing principles. CORE COMPETENCIES

WORK EXPERIENCE:

Alene Candles LLC, New Albany, Ohio

A $200 Million Full Service Contract Manufacture of Candles and Home Fragranced Products

Plant Manager December 2018 - October 2023

● Managed multi-million dollar, 550,000 square foot manufacturing and warehouse facilities that manufactures 150 million units annually utilizing skills from the 850 team members.

● Improved plant Safety to Achieve 1.5 years OSHA recordable free through implementing Behavior Based Safety and improving plant culture and morale.

● Improved Plant Margins and EBITDA by increasing labor efficiency and OEE through improved training procedures and standard work.

● Oversaw the construction and start up of a 300K square foot warehouse and manufacturing facility.

● Successfully launched a new manufacturing line at a new facility and relocated 2.5 million units from the previous warehouse location.

● Improved inventory accuracy from 85% to 98.5% through disciplined training of all team members, daily monitoring of all material and improved cycle counting practices. (over 7.5 million handling units moved each week)

● Implemented Lean Principles within the teams starting with daily gemba walks, plant KPI board and action plan review, 5S implementation and creating standard work for line leaders and packout technicians.

● Constructed and maintained the plant's annual budgets and presented monthly both hits and misses along with action plans to the Senior Team. Cooper Standard Automotive, New Lexington, Ohio

“A $92 Million Manufacturer of Fabricated Fluid Handling Products, Assemblies utilizing plastic and metal components as well as double and single Wall Tubing for Automotive Markets.”

Plant Manager August 2014 – December 2018

● Improved plant Safety Metrics from TIR of 16.55 in 2013 to 2.04 in 2017

● Sales growth from $33 million to $92 million over the past 3 years

● Reduced customer complaints by 65% from 2011 through 2013. Improved plant training and communication and supported the plant Quality Improvement Plan that focused on past problem history, permanent corrective actions and layered auditing of people, processes and documentation. Cooper Standard Gold award for 2014, 2015, 2016 and 2017.

● Received General Motors Quality Achievement Award for 2015, 2016, 2017 Strategic Planning Operations Management Budgeting and Cost Control Process Improvement Training and Development Lean Manufacturing Problem Solving Safety Improvement Value Based Six Sigma

● Reduced plant scrap from 0.65% of sales to 0.52% of sales. Implemented a scrap review team that evaluated and tracked daily scrap driving corrective actions back to all shifts for both man and machine.

● Successfully launched 9 new model platforms without any customer complaints. Focus on APQP, process sign offs, employee training and gate reviews of the project. 4 programs rated Cooper Standard Perfect Launch, Cooper Standard launch of the year in 2017.

● Led plant cost savings initiative to exceed 2011, 2012, and 2013 goals of $2 million each year.

● Maintained monthly and annual Plant Budget accounts to keep within our financial plan. Sanoh America LTD, Mount Vernon, Ohio

“A $75 Million Manufacturer of Fabricated Fluid Handling Products, Assemblies utilizing plastic and metal components as well as double and single Wall Tubing for Automotive Markets.”

Assistant Plant Manager Ohio 2012 – August 2014

Operations Manager Sanoh America, Mount Vernon, Ohio June 2010 – 2012

● Reduced labor cost 15% through process improvements resulting in less overtime.

● Reduced customer complaints by 65% from 2011 through 2013. Improved plant training and communication and supported the plant Quality Improvement Plan that focused on past problem history, permanent corrective actions and layered auditing of people, processes and documentation.

● Reduced plant scrap 22% through implementation of a scrap review team that evaluated and tracked daily scrap driving corrective actions back to all shifts for both man and machine.

● Successfully launched 15 new model platforms without any customer complaints. Focus on APQP, process sign offs, employee training and gate reviews of the project.

● Led plant cost savings initiative to exceed 2011, 2012, and 2013 goals of $2 million each year.

● Maintained monthly and annual Plant Budget accounts to keep within our financial plan. Associated Hygienic Products (AHP) Delaware, Ohio

“A $300 Million Manufacturer of Disposable Personal Care Products.” Plant Engineering Manager and Continuous Improvement Manager, August 2009 – June 2010

● Increased equipment reliability through improved preventive maintenance system. Increased equipment efficiency from 58% to 72% through better Preventive Maintenance systems along with involving line operators in the Preventive Maintenance process. Reduced duration of line Preventive Maintenance from 14 hours down to 10 hours.

● Reduced plant scrap by over 2 full points from 6.03% to 3.87% resulting in a $2.5 million savings. Achieved improvements through the implementation of a line pair management structure.

● Led diaper line conversions from a NG1.5 platform to a NG2.0 platform. Project consisted of 3 diaper lines including 6 different sizes and qualification runs. Holophane, Newark, Ohio

“A $260 Million Manufacturer of Industrial and Architectural Lighting Solutions.” Plant Superintendent, Holophane, Crawfordsville, Indiana & Monterrey, Mexico, December 2008

– August 2009

● Led the transfer of all assembly business from Holophane Newark to Crawfordsville, Indiana and to Monterrey, Mexico. Project involved 45 products with over 1000 SKU’s and 12 assembly lines.

● Improved on time delivery from 75% to over 90%; Improved units per paid hour 36%; Reduced backlog form $3.5 million to under $250 thousand. Achieved improvements through the implementation of self directed work groups for the new transfer business. Plant Superintendent, Holophane, Newark, Ohio, December 2005 – December 2008

● Responsible for safety, quality, delivery and cost (P&L metrics) for the Assembly Plant and Warehouse employing 200 IBEW and ASWU associates. Reduced lost time incidents from eight in 2005 to four in 2006 and to one in 2007. Reduced plant DPMU 70% in 2006 & 2008. Improved on-time delivery to customers from 80% to 95%. Improved plant productivity 10% over two years.

● Successfully negotiated two Collective Bargaining Agreements. Member of Management Negotiations Team for both the IBEW and ASWU.

● Drove the implementation of Visual Management throughout all levels of manufacturing. Implemented Team Cell Boards displaying hour-by-hour charts with root cause and countermeasures, production trend data, downtime data, quality audit data and countermeasure, 5S / standard audit score, to do list and cell past due.

● Implemented and Managed Focus Factory Management Teams. Created multiple Focus Factory Teams within the plant consisting of Supervision, Buyer/Planner, Process/Industrial Engineer, and Quality Technician.

● Completed a Green Belt in Lean Manufacturing, obtained a solid understanding of Lean Principles and Tools; certified as a Trained Team Leader for Standard Work, Kanban, SME, TPI and TPM. Studied Lean Management, Lean Accounting, Strategy Deployment and Change Management.

● Led Kaizen and Continuous events for plant and office. Led 20 kaizen events (led three Shingijutsiu Events), six Value Stream Mapping events, 12 Standard Work /Kanban events and numerous process improvement projects.

ITT Industries, 1993 – 2005

“A $95 Million Manufacturer of Fabricated Metal Products, Assemblies utilizing plastic and metal components as well as double and single Wall Tubing for Automotive Markets.” Production Manager, ITT Industries, New Lexington, Ohio, 2003 - 2005 Process Engineer, ITT Industries, New Lexington, Ohio, 2001 - 2003 Production Scheduler and Supervisor, ITT Industries, New Lexington, Ohio, 2000 - 2001 Production Supervisor, ITT Industries, New Lexington, Ohio, 1997 - 2000 Designer 1, ITT Industries, New Lexington, Ohio, 1993 - 1997 EDUCATION:

Mount Vernon Nazarene College, Mount Vernon, Ohio

Bachelor of Business Administration, Graduated Cum Laude; 2001 Hocking College, Nelsonville, Ohio

Drafting & Design, 1997

TRAINING:

● Certified Value Based Six Sigma Green Belt: University of Michigan, College of Engineering

● Certified Trained Team Leader in Standard Work, 5S, SMED and TPM through Acuity Brands University Lean Training Program

● Mistake-Proofing: Eastern Michigan University

● Advanced Product Quality Planning (APQP): Eastern Michigan University

● Internal Auditing: Eastern Michigan University

● TS16949; QS-9000

● OSHA 10 Hour Card

● People Skills and Conflict Management presented by the Ridge Group

● Lean Manufacturing Overview and Simulation: Georgia Tech

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