Sean M. Bolling

***** * ******** *****, *** Berlin, WI, 531**-***-*** 1096 adjb98@r.postjobfree.com

Objective

To utilize the demonstrated leadership, initiative and continuous improvement implementation skills gained through both my military and operations management experience to add value to a world class organization through building, developing and inspiring exceptional teams to achieve exceptional breakthrough results.

Education

MASTER OF ARTS, MA NOVEMBER 2018 AMERICAN MILITARY UNIVERSITY

·Major: Military History

·Related coursework: Historical Studies Honor Society

BACHELOR OF ARTS, BA MAY 2002 VIRGINIA MILITARY INSTITUTE

·Major: English

Skills & Abilities

LEADERSHIP

·I have held progressive leadership positions throughout my seventeen year military and operations leadership career and have excelled in building, mentoring, motivating and leading teams to great results; often under challenging or adverse conditions.

·I believe that the energy with which leaders carry themselves is instrumental in driving either excitement and a fighting spirit in their teams or low morale and low energy. To that end, I always attempt to be energetic and positive in my approach and drive teams to put laser focus on actioning elements in their control and proactive collaboration with necessary stakeholders to help resolve those that are not. There is always one more thing we can do.

CONTINUOUS IMPROVEMENT

·I have demonstrated at all levels of my career the ability to drive cultures of problem solving, continuous improvement, fighting spirit and bias for action.

·In my operations leadership roles, I have consistently demonstrated success in implementing lean principles to my operations through a commitment to kaizen activity and an equal commitment to developing leaders and associates to embrace and utilize problem solving techniques. Put the tools in their hands and let them work!

COMMUNICATION

·I always put a premium on articulating the “why” behind any strategy or change that is being asked in order to give the team under my charge a shared consciousness of not only what needs to be done but why it needs to be done. A change without a clear “why” is merely an inconvenience in the eyes of a team; the “why” is what provides context and drives enthusiasm.

Experience

DIRECTOR OF OPERATIONS BENTLEY WORLD PACKAGING AUGUST-2019-PRESENT

·Responsible for the overall operational performance and culture of a multi site global packaging and logistics solutions provider. Responsibilities include defining and implementing Operational Excellence (OPEX) strategies and leadership development and empowerment programs as well as promoting, enabling and living a culture of continuous improvement and problem solving in order to drive breakthrough results.

·Designed and led the implementation of the company’s lean based operating system combining lean methodology employment down to the lowest level, leadership training and development and decentralized operations to proliferate continuous improvement efforts through team empowerment.

·Improved gross profit of the overall business by 12% through kaizen activity and organizational focus on teaching operations leaders and team members their portion of the P&L.

·Reduced overtime from 26% to 7% through operational excellence initiatives and kaizen activity.

·Defined and installed a visual daily management system across the organization that enabled daily measurement of performance and daily team Gemba reviews to drive continuous improvement.

PLANT MANAGER, FLATTOP NORTH AMERICA FACILITY REXNORD JUNE 2016-AUGUST 2019

·Responsible for the overall performance of a 200 associate injection plastics operation. Duties include providing positive and inspirational leadership that drives operational objectives, driving daily management at all levels to ensure operational excellence and world class customer satisfaction and building empowered and energetic teams with a core culture of continuous improvement and problem solving.

·Improved overall profitability of the operation from 40% to 46% through implementation of operational excellence initiatives and kaizen activity.

·Reduced overtime from 29% to 10% through operational excellence initiatives and kaizen activity.

·Improved on time delivery of product to our customers from 90% to 97%

·Reduced lead time on our lead products by 58%

·Created and implemented a visual daily management and continuous improvement funnel framework that was adopted by the entire division as the standard.

·Built up the management and leadership team at all levels by emphasizing continuous leader development, leadership expectations and leaders standard work requirements; this allowed me to redesign the overall leadership org structure and resulted in $400,000 of fixed overhead cost reduction with no negative impact on performance.

PLANT MANAGER, ELASTOMER COUPLING FACILITY REXNORD DECEMBER 2011-JUNE 2016

·Responsible for the overall performance of a coupling manufacturing facility. Duties include leading the charge on strategic supply chain and operational objectives, driving daily management at all levels to ensure maximum performance and facilitating a culture of continuous improvement.

·Defined and implemented a monthly LEAN training curriculum that made LEAN tool teaching material accessible to shop floor associates, enabling them to utilize them directly in their daily work, maximizing speed of execution of LEAN implantation.

·Improved on time delivery of product to our customers from 89% to 98% through operational excellence initiatives and kaizen activity.

·Led the facility through a successful MRP system transition from CINCOM to SAP while mitigating impact to our customers.

MATERIALS MANAGER, ELASTOMER COUPLING FACILITY REXNORD AUGUST 2011-DECEMBER 2011

·Responsible for implementation and overseeing of strategic supply chain operations to ensure maximum cost effectiveness and peak vendor performance to achieve key performance indicator goals.

·Reduced indirect spend by $150,000 annually through the definition and implementation of an internal checkbook visual management tracker that allowed us to quickly understand where we stood to budgeted targets and adjust as necessary within the month to stay on track.

·Reduced material cost on steel components by $500,000 annually by supervising the outsourcing of steel materials to a low cost region while maintaining lead time and customer delivery targets.

VALUE STREAM MANAGER REXNORD FEBRUARY 2010-AUGUST 2011

·Responsible for the strategic operational planning and implementation for a 3 shift, 39 associate manufacturing operation. Additional responsibilities include: continuous improvement process implementation, human resources management and performance ownership.

·Created a kaizen funnel that allowed associates and lead personnel to actively engage in the continuous improvement process by providing their ideas as to the best waste elimination opportunities for the leadership team to resource and work on. This was adopted by the entire plant.

·Improved on time delivery of the value stream from 86% to 95% through operational excellence initiatives.

PRODUCTION SUPERVISOR REXNORD FEBRUARY 2010- OCTOBER 2010

·Responsible for the production planning and process implementation of a 3 shift, 33 associate production operation.

·Instituted a weekly root cause/countermeasure program for my lead personnel to address any gaps in weekly production targets that was adopted by the entire facility.

·Reduced overtime from 18% to under 10% through operational excellence initiatives and kaizen activity.

CUSTOM BORE SUPERVISOR REXNORD JULY 2008-FEBRUARY 2010

·Production supervisor at a gear coupling company. Responsible for the production, resourcing and long term planning for a 3 shift, 15 associate production cell.

·Improved efficiency through driving up machine utilization in the cell from 23% to 45% through utilization of heijunka scheduling methodology.

·Improved cell on time delivery from 65% to 90% through implementation of visual daily management tracking.

·Mentored 2x lead personnel that assisted in their promotion to supervisors

ARMOR OFFICER UNITED STATES ARMY JUNE, 2002- FEBRUARY 2008

·Served for 6 years as an Officer in the United States Army Armor Corps (Tanks) achieving the rank of Captain.

·Served 2x Combat Deployments to Iraq in support of Operation Iraqi Freedom

·Served 1x combat tour as a Tank Platoon leader, during which time I led a 16 soldier Tank Platoon through over 200 combat missions.

·Served 1x combat tour as a Civil Military Operations Officer charged with coordinating counter insurgency strategy for my task force in order to protect the local populace and help erode support to insurgent elements.

·Awarded the Bronze Star Medal for excellence during full spectrum combat operations.

·Awarded the Combat Action Badge for leading my platoon through a fire fight against enemy elements.

·Other Awards: Army Commendation Medal (2), Iraq Campaign Medal, Global War on Terrorism Service Medal, Global War on Terrorism Expeditionary Medal.

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