KENNETH W. CONKLIN
Charleston, SC 29401
M.B.A., Organization & Management, Syracuse University, Syracuse, NY
B.S., Business Administration, Syracuse University, Syracuse, NY
Certified in Lean Manufacturing, General Motors PICOS Process and by Chrysler Motor’s Lean Enterprise Institute: One of five members of a task force to benchmark and train on the Toyota Production System in Japan at Toyota City.
Certified Six Sigma Green Belt: RIT and GE Supplier Management System.
Principles: Value Stream Mapping, DMAIC, SPC, DOE, FMEA, PPAP, GD&T, Kaizen Leadership Implementation, Standardized Work, Visual Factory, Metric Boards, Gemba Walks.
Certified Facilities in AS9100, NADCAP, QS9000, and ISO9001.
Multiple plant turnaround success in both component and systems manufacturing environments serving Automotive, Aerospace, Aluminum Rolled Products—three locations; Union & Non-Union, International and P&L responsibility. Union Contract negotiations UAW and Machinist Union experience.
JW Aluminum Corporation
Russellville, AR; St. Louis, MO & Charleston, SC (Goose Creek)
General Manager 6/12 to Present
Hired at the recommendation by Board of Director members, former Alcan (Novelis) Aluminum executives; familiar with my skills and abilities to improve manufacturing facilities. The initial location was the JW Aluminum facility in Russellville, AR. After nine months of step improvements promoted to the St. Louis, MO facility to restructure the operations and rescue the facility from closure, all goals and targets achieved. Promoted to the main corporate facility after two year in Saint Louis. Assignment to reenergize the largest and most significant facility in the JWA family. Twenty-two months later the facility is setting record manufacturing output, EBITDA, quality improvements and recently achieved six months, and counting--without an OSHA recordable accident. Reports directly to the COO. Responsibilities are the typical functions of Aluminum melting, continuous casting facilities with cold rolling, finishing lines, and annealing. P & L responsibilities at all locations.
Adjusted EBITDA improvements from monthly losses to achieving the budget forecast through the use of Standard work, Lean activities and Vital Projects focused on Safety, Quality, and TPM Events
On time Delivery achieving 96% versus the low 40’s.
Cost reduction activity achieving over 8% of sales dollar revenue.
Chief negotiator of the concession contract with the Machinist Union in St. Louis, 2013.
Design team member for the implementation of a Quality Management System (QMS) that has reduced customer complaints by 65% on fin stock and foils products.
Engaged the Unionized workforce through communications systems, leadership development for supervisors, and open lines that provide transparency for securing our future.
Touch Bionics, LLC
Vice President of Manufacturing 3/10 to 5/12
Functionally responsible for Manufacturing, Lean Production Systems, Materials Management & Supply Chain, Process Engineering, Product Quality and EHS for a young high tech company in the bionic medical device field and prosthetic coverings. Hired by the President and CEO to turn the business which was suffering from long lead times, EHS issues, and poor quality and out of control expenses.
Reduced lead time on prosthetic coverings from 12 weeks to 8 weeks by developing Standardized Work Instructions and through skill set development for hourly workers.
Developed and Implemented a Quality System that measured unit variation and a Corrective Action System to drive Root Cause Analysis on customer returns.
Reduced Customer Returns by 68% by using the TPS A3 system.
Achieved 145% of the yearly sales forecast.
Championed a new Service process that improved service revenues by 45% in the first year.
Member of the Leadership Team that developed a new strategy for Marketing and Sales of the Touch Bionic product line. Successfully launched this strategy in September, 2011.
FEDERAL COACH, LLC
Fort Smith, Arkansas
Vice President of Operations 10/08 to 3/10
Reported directly to the President and responsible for 200+ people and all operations for a $58 million division that manufactured Shuttle Buses and Funeral Coaches. Functionally responsible for Manufacturing, Lean Production Systems, Materials Management & Supply Chain, Process Engineering, Product Quality and EHS, that supported manufacturing processes including machining, welding, cutting, fabrication, sub-assembly and final assembly. Hired by the President to turn the business around, which was suffering from poor quality, very poor OTD and worker complacency.
Implemented Lean Manufacturing Training and Planning and utilized Kaizen Blitzes as a methodology for turning around operations. Conducted Value Stream Mapping exercises and re-laid out the factory floor.
Developed and implemented Standardized Work Instructions and Visual Factory Boards, Cross Trained employees, installed 14 Metric Boards for daily performance in the plant, and instituted an “all hands” meeting 6:30 AM every morning, plus regular Gemba Walks throughout the plant.
Coordinated company’s manpower plan to reflect an economy with 65% less sales volume. Rearranged 60% of shop floor to improve flow/throughput time.
Championed the strategic direction of the company to focus resources in the development of Federal Coach being a larger player in the shuttle bus market.
Improved On Time Delivery for Car from 2008 YTD 56% OTD to 88% OTD.
Improved On Time Delivery for Bus from 2008 YTD 21% OTD to 92% OTD.
Reduced cycle time on Car and Bus by 34% and improved GP by 15.8%.
Improved EBIT by 19.7% versus 2009 as measured by the Operating Statement.
General Manager 7/05 to 10/08
Hired by the President to turnaround this 220 person, $50 million manufacturer of Refrigerated Trailers that was losing $300K a month. Functionally responsible for P&L, Manufacturing, Quality, Materials, Engineering, HR & EHS.
Led the transition of Kidron-Montgomery from the lowest achieving facility within the company to the highest achieving as measured by P&L and received the Company’s President Award as a result. The turnaround was considered the greatest improvement of any plant in the US Truck and Trailer Industry. The company was sold to Singapore Technologies and at that time the business was generating $360K a month in profit.
Revived a “brownfield facility” in its second year of operations and implemented manufacturing practices that improved efficiencies by over 60% in a 3-year period. Conducted Value Stream Mapping exercises, re-laid out the factory floor and trained shop floor personnel in critical lean principles and best manufacturing practices. Managed a 100% employment growth.
Hired 9 of 11 professional managers.
Implemented a culture of continuous improvement through use of Operations Productivity Improvement Planning (OPIP) and Kaizen Blitzes.
Developed and championed the plants Capital Plan and developed a Facilities Planning Committee (FPC) to capture plant resource needs.
Plant Manager & Director of Manufacturing 12/01 to 6/05
Responsible for manufacturing (machining, welding, brazing, cutting and assembly), process/product engineering and maintenance for this growth oriented manufacturer of components for Aerospace, Power Generation & Medical Device markets. Reported to the President & CEO.
Attained AS9100, NADCAP and ISO certifications for the plant allowing for the expansion into Aerospace markets with Sikorsky, DynaBil and GE.
Supported the sales growth of 25% through Lean Manufacturing Initiatives to support the Strategic Plan. Developed the company’s Black Belt Program with General Electric.
Improved Quality and OTD to GE from 60% to 90%.
Introduced Process Mapping utilizing Six Sigma methodologies.
Reduced operating cost by controlling overtime and tooling expenditures by developing internal controls.
Developed a companywide Operations Performance Improvement Plan (OPIP).
The privately owned company was sold to Venture Capitalist.
Syracuse, NY 3/87 to 11/01
Business Unit Plant Manager, New Process Gear Division (8/94 to 11/01)
Planned, controlled and lead a Business Unit in the machining, assembly, and heat treating of automotive power train components. Responsible for the supervision of 10 exempt professional managers, 31 front line supervisors, and 1200 UAW production and maintenance employees. Member of the company’s planning committees for Strategic Plan, Capital Plan, Quality Council, Product Quality Improvement Process and the Safety Committee. Developed with other key executives the annual sales plan, and the capital plan to achieve cost objectives for material, fixed burden and direct/indirect manning costs. Provided a single source of contact for the customer base. Responsible for establishing effective customer/supplier relationships.
Championed and implemented a Lean Manufacturing system in a US Automotive organization. Co-opted the Union to gain their important support. Executed 55-60 Kaizen events a year.
Developed and championed Product Improvement Teams to insure Continuous Improvement activities. Reduced warranty by 76% over three years.
Improved machining efficiencies on bottleneck operations by utilizing Lean Manufacturing and GMP practices.
Implemented sections of the Corporate Strategic Five Year Plan to achieve cost objectives. Reduced operating costs 35% over a five year period.
Quality Technical Manager, New Process Gear (9/89 t0 8/94)
Accountable for the managing of a technical department during a time of transition from a traditional quality control department to one of systems development and quality planning and prevention. Responsible for incoming material inspection, the tool and gauge department, quality engineering, shop floor inspection and quality auditing. Taught management and Union leadership the Crosby process for quality improvement, including Statistical Process Control.
Production Superintendent, New Process Gear (3/87 t0 9/89)
Responsible for a segment of the factory in the machining and assembly of automotive power train components.
ALCAN ALUMINUM 1980 to 1987
Recycling Superintendent (1985 to 1987)
Assistant to the Production Manager (1984 to 1985)
Cast House and Recycling Technical Metallurgical Supervisor (1981 to 1984)
Assistant to the Cast House and Recycling Superintendents (1980 to 1981)
Received the CEO’s Exceptional Achievement Award