Chuck Kochanski

**** ******* **** *****, ******, OH 43065

216-***-**** / adbojr@r.postjobfree.com

www.linkedin.com/in/chuck-kochanski-kochanski

OPERATIONS MANAGEMENT PROFESSIONAL

Senior Operations Management professional with extensive experience across businesses and oversite of multiple plant leadership roles. Career has been in operations through levels to higher management while responsibility in EHS, Operations, QA, Human Resources, Finance and Engineering to effectively operate facilities while strategically planning long term success of the business.

EDUCATION

Bachelor’s Degree in Mechanical Engineering with Engineering Mechanics Minor Penn State University, State College, PA – (GPA – 3.45) Master’s Business Administration in Finance and Economics Case Western University, Cleveland, OH – (GPA – 3.72) EXPERIENCE

PPG

Operations Director 2016 – 2019

Automotive Refinish, Delaware, OH

Multi-Facility operations management of four manufacturing plants (Refinish Paint, Waterborne, Resin and Automotive Resin) within the site. Delaware is the second largest facility in PPG North America with 450 employees and servicing Refinish, Automotive, Packaging and Industrial businesses.

Site responsibility for EHS, QA, Engineering, Human Resources, Customer Service, Operations.

Full P&L responsibility across the site

PLP responsibility across all employees.

Engagement activities.

Launched EHS component of Human Performance.

Completed internal EHS audit with results in top 5% of comparative plants.

Managed organizational changes to stabilize staffing levels for short and long term.

Oracle conversion as new business platform system launched successfully.

Coordination with Union to improve consistency, accountability and employee relations.

Ensured Union negotiations for last contract extension.

Strategic Projects: Waterborne Expansion, Solid State Dispersion Cell, Solventbase Milling Operations Manager 2013 – 2016

Resin R&D, Springdale, PA

Lead the operations for the resin development research as well as the commercial batch segment of the site. The location is dynamic supporting central research and develop of resins across all business and completes a commercialization to effectively launch at the prime manufacturing site.

Responsible for EHS of reactor systems including PSM, MOCs and Technical process integration of new formulas to launch to the businesses.

Site responsibility also for Quality, Supply Chain, Logistics, Engineering and Customer Planning. o Team of twelve staff and 35 production and maintenance.

Completed a conversion to a 24/7 operation for Safety, Productivity and Costs savings.

Implemented business conversion to Oracle.

Close work with technical business leaders and marketing for new product development and effective commercialization. Improved scaleup from 5 weeks to 2 weeks.

Able to facilitate bottom line cost improvements and productivity to have competitive commercial resins produced even at smaller batch size.

Strategic Projects: 24/7 Operation, Scaleup Flow Chuck Kochanski Page 2

Plant Manager 2011 – 2013

Industrial Powder Coatings, Greensboro, NC

Manager of main Industrial Powder coatings facility with responsibility for all plant functions and 130 employees on site producing 22MM pounds of powder annually. Able to lead the product mix conversion from historical industrial codes to integrate more profitable, yet process challenging products, for a new customer base in heavy duty equipment market. During this time, staffing and productivity improvements netted improved costs and plant performance.

Integrated behavior based EHS system with floor walks to reduce injuries and near miss events.

Close relations with sales to meet stocking level needs and achieve > 95% delivery rate.

Implemented predictable work schedule for employees and modified shift strategy to control cost and meet higher supply needs to customers.

Full P&L responsibility for the site.

Employee engagement through staff accountability saw peak levels and turnover went to < 5%.

Increased OEE from 32% to 65%, which added 3.0MM pounds of free capacity annually.

Integrated controls systems for weighing and process reducing quality issues and SSPL costs through a more controlled standard operation.

Coordinated with other industrial plant managers to meet business goals and metrics.

Strategic Projects: Weight controls, Bonder Gains, Overs Recovery System, OEE standard Production Superintendent 2008 – 2011

Automotive OEM, Cleveland, OH

Managed the operations, quality and engineering of the Automotive facility to ensure safe, optimized and customer satisfied performance. The role was responsible for 250 employees across five separate production cells.

Optimized cost, productivity through business improvement while focus on EHS improvements working across groups with plant staff and EHS Team.

Strong link with marketing for cost, quality and customer focus including customer visits.

Developed organizations for QA, Process Engineering and Process Managers to improve plant.

Effectively Integrated New Primer Operation Cell into the site due to another site closure.

Enforced a 24 hour commitment of product flow between operations, QA and Customer Service.

Focus on SSPL reduction by team level for improvement and standards for 1st lot control.

LEAN Focus: SOD batch improvement of +25% per day, Clearcoat output increase by 20% with changes in testing and filtration, Waterborne Dispense increase of 20% by systems and flow.

Recalibrated 5S standard across the facility for improved customer visits and performance.

Strategic Projects: Primer Cell, Capacity gains through LEAN, Strong link to Customer Teams Engineering & Quality Manager 2007 – 2008

Automotive OEM, Cleveland, OH

Integrated reorganization and then managed the Quality and Process Engineering teams to optimize plant operations for quality, standards and cycle time by leveraging the teams together. The groups worked closely with Operations to integrate the net gains from this structure.

Implemented process control team for plant business process improvement.

Developed standard process for quality across paint plants.

Reduction of cycle time of QA process by 20% through LEAN applications and samples per batch reduction by implementing standard work policies and processes.

Optimized new batch process with Technical for product development.

Strategic Projects: LEAN Team Results, Quality Cycle Time Focus Chuck Kochanski Page 3

Waterborne Cell Manager 2006 – 2007

Automotive OEM, Cleveland, OH

Managed the Waterborne Dispense and Conventional Blending areas across 40 employees, including operations and quality. Worked with Plant Staff for overall plant performance and standards for EHS, Quality and Supply needs while integrating capital projects into the Waterborne cell for long term performance.

Improved Dispense tote filling from 15 totes to 22 totes per day.

Standardized flow for conventional blending which improved FRC and reduced cycle time.

Engagement of the employees into the plant, as prior was more standalone cell.

Ensured team meetings and EHS gains at a time where performance had to improve in the cell.

Developed a standard work schedule that was visible and held for 24 hours.

Key time of driving 5S in the area and assigned champion to lead.

Strategic Projects: FLUID Improvements, Slurry Dispense, Standard Work accountability Ecoat Engineering and Quality Manager 2002 – 2006

Automotive North America

Functional manager over five Ecoat locations with global responsibility for process and quality standardization with extensive global travel experience. Locally managed the Ecoat process and Quality teams to meet customer needs while supporting all other global sites for improvement actions.

Global support and travel to standardize Paste Production and Resin Blending operations, including sites in Europe, South America, South Africa, Asia, India, Mexico and Australia. The ultimate goal achieved was a standard process and operation across all sites to ensure product consistency.

Conducted quarterly USCA team meetings and an annual Ecoat Global Summit.

Ensure full time support globally for problem resolution, project implementation and standard operating procedures of flow and equipment.

Implemented a secure management of change process with purchasing implemented globally.

Managed the global conversion from lead to lead free paste without supply or quality issues.

Strategic Projects: Efforts/Travel to Standard Operations Process Engineer 1999 – 2002

Automotive Ecoat OEM, Cleveland, OH

Process engineer responsible for Resin Blending area and then added the Paste Manufacturing area in a role that focused on learning an operation, improving productivity and facilitating safety improvements all through direct floor level work with operators.

Improved performance from a seven-day work week to a five day with 20% higher volume output.

Eliminated manual valve systems with pneumatic valve controls which reduced errors, spills and was standard process for operators.

Removed all manual transfer pump systems with permanently mounted pumps and transfer lines so operators did not need manual connections, improving error risk, safety due to connection locations and overall flow.

Implemented Tank 76 which was fully automated cowles premix system including recipe controls.

Optimized resin blending process that was adopted across all locations which resulted in reduced film build variations and improved sparkle filtration rates through more consistent blend.

Developed standard flow rates via BPI for paste rate gains of 15% and improved quality.

Waste Reduction project that recovered and reduce waste so UFRO system was obsoleted.

Strategic Projects: Process Defined by Permanent Equipment, Tank 76 Disperser, Mill Systems Chuck Kochanski Page 4

Engineering Rotational Program & Internship 1998 – 1999 Automotive Business Unit – Resin, Coatings, Project Engineering and Maintenance One year engineering rotational training program that included Paint, Engineering, Resin and Technical while gaining introductions to Finance, Human Resources, EHS and overall career development preparation assistance. Also completed an internship at PPG Springdale based in Maintenance for resin reactor operations. TRAINING

Engineering Rotational Program

Mastering Leadership Strategies (MLS)

Manufacturing Leadership (Plant Manager) Program

Sigma Logic Accelerator, Business Process Improvement Training

Board of Directors for Recreations Unlimited

Chuck Kochanski Page 5

Chuck Kochanski

4059 Hickory Rock Drive, Powell, OH 43065

216-***-**** / adbojr@r.postjobfree.com

www.linkedin.com/in/chuck-kochanski-kochanski

ATTACHMENT: KEY MANAGEMENT PILLARS

1. Environmental, Safety and Health

Visible leader and example for safety, each day…every day.

Zero tolerance for deviations, safety first.

Ensure direct link with EHS team to ensure full plant compliance and all permitting with EPA, OSHA and State/Government regulations.

Emphasis standard communications, such as Shift Meetings, Near Miss, Floor level visuals

Demonstrated metrics to measure performance.

Weekly walks for safety and 5S which include staff, supervision and operators. Use to engage operators for risk avoidance, drive awareness and share best practices.

Human Organizational performance implementation for Stop and Seek, Walk the Line and ways to prevent Regression to historical patterns. Floor level reminders and built into SOPs.

Ensure EHS Leadership Team monthly review and feedback at staff level across all areas.

Standing EHS programs as: Safety Committee, Training Team, Ergonomic Team, PSM/MOC Compliance Team, LOTO Committee and Immediate root cause analysis plan for any incident or near miss to understand all details in real time and communicate immediately.

Strategy: Build a culture to drive to Zero injuries, Spills or EHS events. 2. Customer Satisfaction and Quality

Ensure customer needs through managing quality systems and optimized processes.

Work with customers directly to understand requirements and meet needs.

Transparency in event of supply delay or product quality issue. Key is in proper response.

Meet all specification standards and enforce compliance.

Quality systems, as standard work practices, to ensure consistency.

Be visible to customer needs and/or internal work with sales, marketing teams.

Know the customer needs and manage through performance metrics, as OTIF for supply chain and a CAIR action system for any non-compliance corrective action.

Strategy: Know the customer, meet the needs for supply and quality and be transparent in face of any product conformity issue to resolve to maintain long term relationship. 3. Productive Operations and Cost Efficiency

Establish annual goals and targets with plant staff and communicate across facility the plans for the year. Ensure a monthly scorecard status and maintain an action plan at initiative level.

Standard work focus for cost, efficiency and clear operation and expectation through visible metrics that relate directly to the cell and employees. Be fair across all areas but with a common goal for the facilities.

Listen to ideas and foster non-routine ideas through to closure. Allow employees to engage new ideas, openness to share ideas.

Drive continuous improvement through LEAN Manufacturing. Sponsor and engage in rapid improvement workshops for key areas or focus improvement needs. Leverage for best practices, incorporate all levels on the teams and require milestone action plan updates for visible improvements.

Focus on waste cost reductions, even small routine add up to savings.

Strategy: Use LEAN to drive standard operations

Chuck Kochanski Page 6

4. People Management

Know your team, your plant and manage strengths and weaknesses.

Ensure performance through open dialogue, metrics and PLP based discussions. Drive through all levels a common target or vision and execute the plan.

Floor presence, plant updates, respond quickly to any question. Ensure follow-up to closure.

Drive the expectations, lead by example at all levels.

Use engagement surveys for feedback and areas of improvement.

Celebrate milestones and recognize achievements. Even a thank you….

Visible mission statement and goal of company and area to be seen by all employees.

Strategy: Communications, Communications…

5. Strategic Thinking

Succession planning and talent development has become more difficult in recent years and is challenging, but critical for long term. Have to identify critical roles and focus as priority for succession planning while ensuring managing talent development through PLP process and meeting with associates.

Know the business needs now and long term technology innovations to leverage.

Manage a CAPEX plan to keep the facility current, while investing in tomorrow’s needs. Manage a one, three and five year rolling project plan that is reviewed routinely.

Strategy: Think today for tomorrow.

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