Product Development Global Manufacturing

Daniel Kelly

Visionary Leader Dedicated to Driving Transformative Change

248-***-**** ******************@*******.***

Global Manufacturing Operations Experience Change Management

Start-Up & Turnaround Operations Six Sigma Multi-International Control

P&L Set Up/Control Product Development International Management Control

Team & Management Development Profit & Loss Strategic Analysis & Planning

Lean Manufacturing 5S Kaizen QS System Implemented HES Standards & Development

Highly Accomplished Leader who offers 30+ years of collective experience in global manufacturing, operations, plant, technical, and / or process management capacities, and who makes sound decisions to align with a company’s mission while accelerating revenue realization, profit optimization, and capital deployment. Influential Change Agent who champions synergistic team building, training, mentoring, and management with a focus on best practices, including Six Sigma and Lean methodologies (5S, Kaizen). Excellent Communicator who leads from the front to gain buy-in among multidisciplinary teams to yield high-performance outcomes, and who builds alliances among executive-level management with a proven track record of profitability bringing new products to market. United States Marine Corps Veteran.

Professional Synopsis

Tribar (2023 – present)

Plating Operations Director

Lead the turnaround of an almost bankrupt company, in less than one year we went from losing 250K per month to positive cash flow. Lead the charge to implement the training and restructuring of the plating line, lab and efficiency of the load and unload areas. Enabled the company to go from a no new business status to completely green to quote new business for GM.

Established KPI’s to drive the required action plans for targeted area improvements.

Reorganized the plating area, lab and plating floor for optimal performance.

Worked with the GM personnel to get the company off of the no new business list.

Successfully worked to get the IATF certification back that was lost 1 year ago.

Trained and developed new personnel in the plating line and lab.

oCreated multi language work instructions for the Spanish speaking workforce.

JVIS USA, LLC (2017 – Jan 2023)

Technical Director of Electroplating & Finishing

Lead the startup of a new Korean facility with the opportunity to lead forward-thinking operational control of establishing the Management staff and technical personnel to include quality and HES. Helped in developing the P&L to ensure budgetary monitoring would be able to keep within the operating budgets. Established KPI’s to assist in actively monitoring the key budget items.

Oversee new product/launch development, process set-up, and product performance. Lead new product development, helped establish the lean manufacturing in the assembly facility and established the 5’s in accordance with the IATF Quality Systems requirements.

Established the management Operational targets and goals for day/week/month.

Successfully drove 2018’s start-up of a new plating line in South Korea.

Collaborated with OEMs for developing full facility approval.

Project-managed 2017’s launch of a new plating facility in South Korea, including handling layout, equipment design, installation timeline, and coordination with equipment installers.

Certus Automotive, Inc. (2013 – 2017)

Plating Operations Manager

Responsible for the design and installation of 2 facilities in 5 years in multiple countries, one in China and the other in Mexico. Full control of the installations in design, installation, management establishment, and training of the senior staff management after facility completion.

Led the installation of the Quality System IATF 16949. Launched a VAVE / continuous improvement program and monitored new product launch, development, process set-up, sampling, testing, and performance.

Relocated to Mexico in 2015 from China to perform another facility installation and start-up, including handling all facility layout, profit / loss, new business equipment, and costs.

No injuries reported during installations of total 1017 days of facility construction.

Hired all technical personnel and established the training matrix for all technical personnel for the entire molding/plating/painting and assembly facility.

Established the maintenance requirements for equipment PM schedules.

Assisted in the successful launches of multiple parts to several OEM’s.

Developed the Master Color for new BMW interior launching in 2015.

Atotech (2011 – 2013

Senior Processing Engineer

Spearheaded operational control of Atotech’s exclusive plating line. Led budgetary management of entire plating facility. Planned and tracked all samples with processing priority of customer-specific samples.

Benchmarked against close chemical competitors, new product development, and continuous improvement. Completed tear out of existing wiring systems and rewired entire plating line and equipment.

Effectively project-managed the rebuild of the plating line.

Led all physical testing of samples per strict OEM requirements.

Drove training for plating on plastics for Technical Service Representatives.

Completed all CAD drawings and wiring diagrams of equipment from cabinet to the field.

Plastic Platers, Inc. (2010 – 2011)

Contractor

Drove operational control of a fast-paced plating line. Reviewed PLC program for the plating line and corrected inefficiencies. Interfaced with plating staff to create scrap teams and support projects.

Optimized the PLC controls to improve the throughput from 60% to above 90%.

Created open capacity for new business.

McKechnie Automotive (2008 – 2010)

Manufacturing Manager

Recruited to resolve a $1 million / month profit loss due to poor manufacturing / scrap. Implemented change management to correct all of the poorly controlled operations. Established KPIs for all critical areas and control monitoring for quick reference and strategic control to correct the failing areas. Established new line items in the P&L to assist in monitoring spending and control the individual line items with a more controlled review process. Worked closely with the exiting Union personnel to ensure that the personnel were handled properly and current processes would be maintained.

Improved loss from 1 million to a balanced budget within 12 months.

Developed a new training program for all senior personnel.

Developed new training matrix for maintenance and technical personnel.

Hired new personnel to better manage the overall facility from HR/Maintenance/Molding/Plating/Painting and the Assembly area.

Siegel Roberts (2008)

Plating Process Engineer (Contract)

Skillfully reviewed and reported out on multiple facilities with poor manufacturing / scrap. Monitored and controlled maintenance, repairs, and treatment of plating solutions. Reported to Director of Operations.

Created scrap teams for resolving targeted high-scrap products.

Led all monthly reporting for corrective actions and improvements.

Jiangyin Daoda Decorative Parts (2007 – 2008)

General Manager Technical Director

Led decision-making for the design, build, and launch of a new injection molding, plating, and plant facility, including working with the Chinese government to attain specialized permits for emissions requirements.

Received product approvals through OEMs to allow products to be shipped. Supported logistics scheduling matrix for on-time shipments. Monitored and controlled maintenance, reports, and treatment.

Set-up contingency plans for emergency scenarios.

Successfully created profit / loss for management personnel.

Completed a two (2)-year timeline for facility launch in only 18 months.

Zero incidents reported during the entire facility build and successful launch.

Directed monthly reporting on completion of corrective actions and improvements.

Dott Industries (1999 – 2006)

Operations & Plant Manager (2000 – 2006)

Controlled daily operations for injection molding, plating, and paint operations. Handled budget control of entire plating facility. Collaborated with OEM and Tiers to open scrap tolerances to an acceptable range.

Reduced inventories to a manageable JIT allotment.

Decreased scrap percentages and manufacturing costs.

Successfully implemented FIFO for raw and finished materials.

Reduced labor, spending, and resolved terms of sale to net 30 from net 45.

Drove a cost-reduction plan to resolve inefficiencies for operation that was in the red.

Lacks Industries (1995 – 1999)

Process Manager

Expertly controlled existing plating process, laboratory, and waste treatment systems. Controlled maintenance and handled repairs of plating solutions. Assisted scrap teams with correcting key products.

Supported cross-functional launch teams with new programs for successful parts launch.

Collaborated with Plant Manager to uphold profit / loss-specific line items for plating costs.

Lab Manager Process Technician (1989 – 1995)

Applied strong leadership talents toward directing fast-paced laboratory operations, including coordinating and managing a solutions-focused team in performing weekly PM maintenance. Supported scrap teams.

Created all SPC charts for enhanced control on chemical analysis for plating solutions.

Maximized the use of resources by creating a weekly PM schedule for on-time completion.

United States Marine Corps (1985 – 1989)

Field Operations Chief

Expertly controlled fire direction personnel to effectively use the range data to destroy the identified targets. Trained younger personnel to be able to move to the next skill levels of the fire direction center in efforts to be promoted and become effective leaders in the future

Highly motivated and promoted rapidly becoming one of the youngest operations chief in the USMC at that time.

Assisted in bringing the company to the highest level at the Battalion at that time.

Developed younger Marines to improve skills needed to move up to the next level of expertise and to be promotable for their skills at their job.

A sample of my recent achievements include:

Turnaround Specialists.

Change Management.

Multiple green field start up and launches in several different countries.

Driver of KPI’s and continuous improvement.

Implementing VAVE / continuous improvement programs.

Successfully driving 2018’s start-up of a new plating line in South Korea.

Collaborating with OEMs for developing new color schemes for interior chrome.

Project-managing 2017’s launch of a new plating facility in South Korea, including handling layout, equipment design, installation timeline, and coordination with equipment installers.

Black Belt and Red X Trained.

P & L control with monthly reports to CEO and Board of Directors review.

Plant and Operations manager positions over multiple sites.

Oversea operational control over multiple facilities in different countries at the same time.

Extensive travel and living abroad, understanding multi-cultural principles and disciplines.

ISO/TS/IATF experience with quality systems, monitoring and control systems

Able to understand multiple languages, Spanish and Chinese.

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