Plant Manager

KEVIN MANSELL

Garland, Utah ***** 435-***-**** *.**********@**********.*** http://www.linkedin.com/in/kevinmansell

SUMMARY

A results-driven operations manager with a proven track record in delivering major improvements in operational performance, sales, and profitability. A graduate metallurgist and chartered engineer, key strengths include manufacturing operations, supply chain management, project management, health and safety, lean manufacturing, and business development. With global leadership experience, increases sales volume while reducing employee cost. Delivers manufacturing excellence while developing high performing teams. A creative leader and analytical thinker who makes decisions to benefit the financial position of the company and obtain lasting results.

EXPERIENCE

MARMON GROUP LLC, CERROWIRE, Ogden, UT

Operations / Production Manager, January 2022 - November 2023

Reported to plant manager / group manufacturing director and responsible for all aspects of the manufacturing process with focus on maximizing output.

Increased manufacturing output to 240,000 lbs. of copper per day.

Commissioned new Niehoff wire drawing machine.

Commissioned new jacketing line increasing NMB output by 40%.

Introduced lean processes and ran Kaizen events with shopfloor operators.

Implemented operator TPM system.

GULF SPECIALITY STEEL INDUSTRIES, Sultanate of Oman

Chief Executive Officer, February 2015 - June 2017

Reported to shareholder board and responsible for all aspects of the business with focus on maximizing utilization of new manufacturing facility at Sohar.

Increased sales volumes from 17,000 T in 2014 to 32,000 T in 2016.

Increased volumes while reducing headcount thereby reducing employee cost / T by 65%.

Started export sales to UK and Europe.

Reduced zinc consumption by 16%, saving 600,000 USD implementing closed loop-controlled nitrogen wiping in 2016.

Started sourcing steel rods from China saving 25 USD / T.

CAPARO WIRE, Wrexham, N Wales

Managing Director, August 2013 – January 2015

Managed two plants manufacturing cold heading wire for aerospace and automotive markets and high carbon wire for bedding and seating. Reported to COO and managed operations, financial performance, and business strategy. Recruited to return business to profitability, enhance manufacturing capabilities and develop business in key markets.

Reconfigured the business and consolidated manufacturing on one site improving profitability by £1 million.

Reduced internal rejection rates from 2.5% to 1% by focused improvement groups.

Increased sales in the German cold heading quality wire market by 20%.

Developed new products / process to meet customer needs to avoid phosphate coatings.

BEKAERT GROUP

Managing Director and Country Manager, Bekaert India, June 2008 – May 2013

Recruited to lead Indian operations through period of high growth. Served as managing director of Bekaert Industries and Director of Bekaert Carding Solutions and Bekaert Mukand Wire. Represented company in discussions with government officials, banks, major suppliers and customers and international visitors. Managed all businesses and employees in India including four manufacturing sites, regional administration office and 1,000 employees. Products manufactured, including steel cord, stainless steel wire, high carbon round and shaped wire and carding wire. Also responsible for the sales of Dramix in India for concrete reinforcement.

Grew sales from 20 million Euros to 100 million Euros by achieving high market shares with OEMs and introducing value added products to meet the needs of an increasingly demanding market.

Constructed, commissioned, and operated stainless-steel wire plant with capacity of 6,000 tons pa.

Transferred plant and machinery from Bekaert UK subsidiary to purpose-built factory in India for production of flat and shaped wire. Ensured plant had capacity of 5,000 tons pa and supplies existing business in Europe and the developing Indian automotive market.

Proposed and built plant for high carbon spring wire with capacity of 12,000 tons pa.

Increased Steelcord capacity from 12,000 tons to 40,000 tons pa.

Purchased 85 acres of land in Chennai, set up pilot plant and gained customer approvals and repeat bulk orders.

Set up India technical center to support Steelcord customers.

Developed Indian steel rod manufacturers to meet Bekaert’s standards thereby avoiding imports.

Obtained ISO TS 16949 for 2 sites and achieved continuous reduction in quality costs.

Maintained high focus on health and safety. Achieved Zero lost time accidents and gained ISO 14001.

ADDITIONAL EXPERIENCE

BETAFENCE GROUP, Zwevegem, Belgium, Group Supply Chain Manager, 2006-2008. Transferred to Belgian HQ as experienced general manager to head the new supply chain function. Reported to CEO and responsible for sourcing, macro planning, inventory management, purchasing, warehousing and distribution for 12 factories. Brought group inventory values back under control. Increased sourcing of European DIY products from China. Implemented sales inventory and operations planning process. Negotiated major multi-national contracts for capital equipment, raw materials, and utilities.

BETAFENCE LIMITED, Sheffield, England, Managing Director, 2001-2006. Promoted to head the business and implement lean business plans. Member of the Executive Committee of the EEF Steels Product Group. Developed and maintained strategies for each business segment, improving profitability, driving operational excellence, and reducing costs. Implemented lean business plans in manufacturing, sales, and finance. Reducing headcount by 250, while maintaining volumes and increasing shop floor productivity by 38%. Managed the supply of welded mesh for military gabions from the UK and group factories. Increased profitability from £3.7 million to £12.7 million p.a.

Operations Director, 2000-2001. Promoted to board level and made responsible for purchasing, manufacturing, maintenance, and logistics for two factories in Sheffield and one in Wigan, including 590 people. Reconfigured wire drawing / galvanizing to remove excess capacity and improve profitability by £1 million. Improved factory productivity, 110% in 2001.

Plant Manager, 1998-2000. Promoted to managing the wire products factory at Sheffield including agricultural products, welded mesh, and specialty steel wire. Managed production of 50,000 tons p.a. with sales value of £38 million and 200 people. Transferred production of stock fence, deer fence, barbed wire from Ireland. Rationalized SSW into a smaller unit returning that business to profitability. Implemented benchmarking improvement plans with other Betafence plants, saving £500,000.

Business Unit Manager - Nails, 1997-1998. Recruited to take responsibility for Tinsley Wires Nails business at Warrington (18,000 tons / £7.2 million). Managed planning, manufacturing, and distribution and 46 people. Completed relocation of manufacturing to Battersby Lane site. Commissioned largest mechanical plating plant in Europe. Returned business to profitability by reducing production costs and improving customer service.

BUKO LIMITED, Glenrothes, Scotland, Production Director, 1995-1997. Appointed to increase output levels and change working practices. Managed fabrication, plating, assembly, and distribution, 350 employees, and expense budget of £8 M. Increased output by 25% by overcoming constraints, achieving a 94% on-time delivery performance. Commissioned largest zinc plating plant in Europe. Recovered from major fire by setting up off site final assembly and stores operations.

JOHNSON MATTHEY-NOBLE METALS, Royston, England, Operations Manager, 1992-1995. Promoted to executive management team to deliver world class performance from new self-contained manufacturing unit. Managed production, quality assurance, maintenance, laboratory, and dispatch, 120 employees, and expense budget £5 million. Improved metal flow and planning, thereby reducing metal stocks from £36 million to £15 million. Implemented MRP II which reduced lead-times from 32 to 15 days and improved on-time deliveries to 98%. Obtained Ford Q1 supplier status (forerunner to the TS standard). Implemented TQM approach significantly improving quality management and reducing quality returns.

Production Manager, 1990-1992. Promoted to manage all production departments covering 80 employees. Relocated company manufacturing from sites at Wembley, Royston, and Brussels to new purpose-built factory at Royston. Designed plant layouts, relocation plans and set up buffer stocks to minimize disruption. Recruited and trained 30 new employees. Designed and implemented a skill-based pay scheme to improve flexibility. Obtained BS5750.

Department Manager, 1987-1990. Appointed to manage production departments including casting, rolling mill and wire products, and to substantially improve productivity. Doubled throughput in the Recovery Department with the existing headcount. Reduced costs in the casting shop by 15% by incorporating two items of new technology which radically changed manufacturing process routes. Presented TQM approach to shop floor and introduced statistical process control.

Department Supervisor, 1984-1987. Promoted to supervise production departments, including plating, casting, and hot working, substantially improving customer service and successfully managing mixed unionized workforce.

Development Metallurgist, 1981-1984. Transferred new products from research to manufacturing and optimized process routes, largely allied to glass, aerospace, and electro-mechanical applications.

EDUCATION

THE UNIVERSITY OF NOTTINGHAM MIDDLESEX UNIVERSITY

B.Sc. Honors, Metallurgy and Materials Science Diploma in Management Studies

PROFESSIONAL DEVELOPMENT

Chartered Engineer (CEng)

Bekaert Leadership Journey (strategy and values)

Supply Chain Management Program, Cranfield University

General Management Program, CEDEP

Effective and Advanced Negotiation Skills, Chartered Institute of Personal development

Performance through People, Ashridge Management College

International Manufacturing Program, INSEAD

Workplace Management for Continuous Improvement, Productivity Europe

Managing Manufacturing with MRP II, MML / Oliver Wright

Empowering Flexible Work Teams, IBC

Team Orientated Problem Solving, Ford

PERSONAL

UK citizen from birth and United States citizen since June 2023.

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