STEPHEN PATRICK, MBB

Continuous Improvement Leader

704-***-**** adkhcq@r.postjobfree.com

Results-oriented global leader skilled in improving profitability by identifying cost savings and process improvement opportunities

Able to lead change management, strategy development, and continuous improvement initiatives using Six Sigma/Lean methodologies

Strong communicator with the ability to successfully achieve results within a multi-cultural and geographically diverse team

Reliable and organized with ability to execute training programs, adapt to changing priorities, and take initiative

Strategic Planning & Execution

Cross-Functional Collaboration

Proposals/Presentations

Process Implementation

Auditing/Reporting/Forecasting

Quality Control & Assurance

Project Management

Training & Team Building

Risk Management

Clarios LLC Florence, SC August 2019—Present

Supply Chain Manager (April 2020— Present)

Responsible for Receiving and Shipping areas

Oversee plant planning, scheduling and balancing

Responsible for Raw Material purchasing and replenishment

Preparing metrics and presentations for upper management

Ensuring that facility is performing to plan

Continuous Improvement Manager (August 2019—April 2020)

Responsible for driving continuous improvement, and lean management in the facility

Identify areas within the facility for process and product improvement

Created metrics to follow CI projects and savings resulting in $1.4 million in 2019. Drove savings of $0.8 million through March 2020.

Bolster the 5S program across the facility to successfully move from a score of 44% to 72% and improving safety (from 9 recordables in 2019 to 3 recordables in 2020)

Train CI professionals and new hires in Continuous Improvement methodology and tools. Trained 96 associates in methodology and tools.

Perform risk assessments across the facility. Worked with areas developing FMEA’s.

Mentor associates with projects and improvements (Mentored black belts in DOE, green belts in regression and distributions, and other managers in variation and SPC)

Collaborate with area managers to improve blood lead levels through extensive data and trend analysis (Provided detail analysis showing gaps in hygiene procedures, correlation to blood leads and lead in air, and worked with areas to close gaps. Currently trending 32% lower blood leads compared to same time last year)

A&E LLC Mount Holly, NC 2000—August 2019

Director of Continuous Improvement (2011—August 2019)

Responsible for driving global continuous improvement, strategy deployment, and lean management system conversion

Establish Continuous Improvement Committees, Six Sigma Black Belt/Green Belt training, and Lean Six Sigma methodology as the process/product improvement system in 16 global locations resulting in hard dollar savings of $10.5 million over the last 5 years.

Oversee global continuous improvement projects and lead diverse project teams within multiple operational areas (104 projects globally in 2019)

Identify key performance metrics and perform quantitative analysis to establish objective baseline performance

Prepare executive-level presentations to effectively communicate process challenges and opportunities, status, and results

Create project schedule, lead update meeting, and manage budget, forecasting, analytical reporting, risks, and deliverables

Personally directed value stream mapping US/Mexico team to successfully reduce time to customer by 60% from 22 days to 8 days lead time. This allowed A&E LLC to gain market share of Mexico business. (Increase of 11% sales in Mexico)

Personally led Six Sigma team to reduce waste in key process saving $1.5 million per year

ISO/IATF Management Representative (2009—Present)

Coordinate all ISO and IATF activities in the US while serving as the liaison between A&E and the outside auditing group

Led in-house team for ISO/IATF new standard re-write and certification

Continuous Improvement Manager (2007—2011)

Oversaw the Continuous Improvement Program for the US by leading projects for process and product improvement

Led the benchmarking and identification of lean concepts, principles, and tools that have direct impact on Profits & Losses

Provided the systemic improvements and waste elimination efforts to achieve/exceed company targets

Developed and integrated metrics and KPIs that aided in monitoring the success of each project against goals

Created and maintained project schedule, identified resources, and ensured project tasks were executed

Mitigated project risks and maintained awareness and oversight of project activities through communication and reporting

Plant Manager (2000—2007)

Responsible for all aspects of the business for a Dyeing & Finishing Plant and a Bonding Plant

Successfully managed 550 associates by providing continuous training and promoting effective team collaboration

Managed costs, negotiated dyes/chemicals pricing, responsible for facility upkeep, and ensured safety and sustainability reducing conversion costs each year.

PMP (Pending) 2021

Certified Trainer for Crucial Accountability VitalSmarts 2014

Certified Six Sigma/Lean Master Black Belt North Carolina State University 2011

Certified Internal Auditor for ISO/IATF 16949 2009

Registered Six Sigma Black Belt Six Sigma Academy 2006

Bachelor of Science in Biology, Chemistry University of North Carolina Charlotte, NC

•Senior Member American Association of Textile Chemists and Colorist (AATCC)

•Corporate Campaign Director A&E LLC for United Way 2010—2019

•Board of Directors United Way of Gaston County 2004—2010; 2017—2019

SKILLS SUMMARY

PROFESSIONAL EXPERIENCE

CERTIFICATIONS AND EDUCATION

AFFILIATIONS AND COMMUNITY INVOLVEMENT

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