Supply Chain Management
Resume:
Kevin Lakinski
Melrose Park, IL 60160
*********@*****.***
SUMMARY
More than 30 years of progressively responsible managerial and engineering positions including multi-site management in manufacturing – medical devices, plastics, rubber, and chemicals. Significant experience with lean manufacturing, total quality management, supply chain optimization, inventory management, cost reduction/containment, operations metrics, financial analysis and business analysis. International business experience in Canada, Mexico, Central America, Western Europe, Southeast Asia, India, Taiwan and China. CORE COMPENTENCIES
• Problem Solving
• Lean Manufacturing
• Continuous Improvement
• Metrics & KPI Development
• SQF/GFSI, AIB, HACCP
• Inventory Management
• Production Planning
• Procurement/Sourcing
• S&OP Process
• Employee Development
• Financial Analysis
• Data Mining
• Cost Management
• Project Management
• Multiple ERP Platforms
EDUCATION
MBA - Field of Specialization in Finance
Loyola University - Chicago, Illinois
BS in Chemical Engineering
University of Illinois – Urbana, Illinois
PROFESSIONAL EXPERIENCE
Schleifring Medical Systems LLC, (JV of GE HealthCare & Schleifring GmbH) 2023 – present Elgin, IL
Supply Chain Manager
Managed the procurement, strategic sourcing, category management, inventory control, logistics, shipping, receiving, warehousing and material handling functions of a medical device CNC machining plant and a medical device electrical/mechanical assembly plant.
• Reduced inventory 33% from $12.2 MM to $8.1 MM
Notrax USA, (Business unit of Justrite Safety Group, formerly Superior Manufacturing) 2017 – 2022 Bedford Park, IL
Global Supply Chain Manager
• Managed the procurement, strategic sourcing, category management, inventory control, logistics, shipping, receiving, warehousing and material handling functions for 4 manufacturing plants in IL, MS, Canada, Mexico
• Obtained PPV, MUV and overhead cost savings of $1 MM/yr. for 3 years
• Reduced raw material inventory for the Bedford Park plant by 58% from $1.2 MM to $0.5 MM. D & W Fine Pack, (Formerly Clear Lam Packaging Inc.) 2011 – 2017 Elk Grove Village, IL
Supply Chain Director
• Reduced raw material inventory for the Elk Grove Village plant by 68% from $5.0 MM to $1.6 MM.
• Consolidated 3 off site warehouses into one 214,000 sq. ft. facility resulting in $150,000/yr. savings.
• Led the Elk Grove Village plant to the most improved in 2016 for case fill/order fill metric. Director of Planning & Forecasting
• Developed and implemented days-of-supply planning for 14 manufacturing plants resulting in reduced inventories, reduced obsolescence and improved order fulfillment.
• Improved profitability and order fulfillment via S&OP implementation utilizing made-to-stock/made-to- order rules, stocking agreements, sourcing strategies
• Led multiple manufacturing and warehouse rationalization studies. KEVIN LAKINSKI PAGE 2
Director of Manufacturing Planning & Order Fulfillment
• Managed the order fulfillment process consisting of production planning, inventory control, shipping, receiving and warehousing functions of Clear Lam’s three plant, $82 MM/yr., manufacturing custom and proprietary, thermoformed food packaging.
• Improved the order fulfillment metric for the Elk Grove Village facility from 64% to 90% in 90 days, then to 95% by day 120. 96% of orders were shipped on time and complete in 2012. TriEnda LLC, (Formerly Wilbert Plastic Services) 2010 – 2011 Portage, WI
Director of Supply Chain and Quality
• Managed the procurement, category management, supplier quality, product quality, manufacturing planning, inventory control, logistics, shipping, receiving, warehousing and material handling functions of a two plant, $180 MM/yr manufacturer of custom thermoformed plastic pallets.
• Implemented supplier quality scorecards and quality improvement workshops for key extrusion suppliers resulting in improved quality of purchased extruded sheet.
• Reduced inventory of vendor managed tool crib by 40% and reduced MRO costs by 25%.
• Developed the supply chain for metal reinforcement of pooled, plastic pallets. General Manager
• Interim role during a UCC Article 9 workout with additional responsibility for; sales, customer service, product engineering, manufacturing operations, and HR. Wilbert Inc. / Wilbert Plastic Services 2006 – 2010 Eight plant, $308 MM/yr. manufacturer of custom thermoformed and custom injection molded parts for the appliance, agriculture, automotive, residential construction, commercial/industrial, consumer, electronics, heavy truck, material handling, medical device, recreational vehicle and waste management markets. Corporate Controller – Broadview, IL
• Managed 6 plant controllers, the company’s financial reporting infrastructure and budgeting process.
• Eliminated non-value-added activities allowing preliminary month end preliminary financial close to be completed in 2 days with final monthly financial statements published in 5 days.
• Led multiple plant capacity rationalization studies.
• Led financial and operational due diligence of potential acquisitions. Plant Manager – Harrisburg, NC
120,000 sq. ft., 185 employee, injection molding plant with 33 presses ranging from 85 - 1,450 tons.
• Returned plant to profitability during 9-month assignment, averting imminent plant closure.
• Led efforts for achieving TS 16949 certification. Senior Financial Analyst – Broadview, IL
• Led or supported various inventory reduction initiatives reducing inventory by 50% over 2 years resulting in a $12 MM reduction of working capital and elimination of all credit facility debt.
• Performed shareholder valuation analysis for the spinoff of Wilbert Funeral Services ($57 MM/yr sales), its new $10 MM credit facility and a new $30 MM asset-based credit facility for Wilbert Plastic Services.
• Reduced fixed and variable costs of the Lebanon, KY injection molding plant by $4.2 MM/yr, returning the plant to profitability through right sizing assets, reconfiguring plant layout, labor optimization and improving the production planning process. Positioned plant as a Tier 1 automotive supplier.
• Reduced unfavorable manufacturing variances by $2.5 MM/yr (50%) for the thermoforming division by developing and implementing processes to identify variance root cause and apply corrective actions.
• Utilized Cognos business intelligence software for analysis of sales, SKU profitability and supply chain. Wavezero Inc., (Formerly Deep-Coat Metallizing, Inc.) 2004 – 2006 Sugar Grove, IL
Director of Manufacturing
Manufacturer of vacuum metallized, EMI and RFI shielding for injection molded and thermoformed components utilized by the medical device, instrumentation, defense and telecom manufacturing industries.
• Managed 9 direct reports, 26 indirect reports and $3 MM/yr. of fixed costs. KEVIN LAKINSKI PAGE 3
• Developed organization plans, justified the need and successfully recruited key staff positions; manufacturing engineer, quality engineer, production planner, customer service, program manager
• Introduced Lean Manufacturing concepts resulting in 60% throughput increase in 5 months.
• Implemented root cause analysis and structured problem solving, eliminating chronic problems.
• Developed and implemented performance metrics for quality, supply assurance and labor productivity.
• Developed and implemented process and models for quoting new business. Cabot Microelectronics Corporation, Aurora, IL 2002 – 2004 Plant Manager
Production, maintenance, shipping, supply chain and engineering management of a specialty chemical manufacturing plant producing silica and alumina dispersions for chemical-mechanical planarization of ICs. Managed 9 direct reports, 50 indirect reports, $6 MM/yr. of fixed costs and $15 MM/yr. of variable costs.
• Enabled operational excellence through implementation of Lean Manufacturing techniques including; 5S, visual controls, continuous improvement initiatives, total productive maintenance, kanban and mistake proofing. This resulted in improved SH&E, quality, supply chain and financial performance.
• Site champion for implementation of Total Quality Management.
• Piloted then implemented a global, Oracle based, Computerized Maintenance Management System.
• Achieved ISO 9001:2000 registration, implemented an electronic document management system. Criterion Catalyst & Technologies LP, (JV of Shell Oil, Shell Chemical & Cytec Industries) 1997 – 2002 Michigan City, IN
Operations Manager -
Production, maintenance, shipping and supply chain management of a hydro-processing catalyst plant including 6 direct reports, 62 indirect reports, $11 MM/yr. of fixed costs and $25 MM/yr. of variable costs.
• Provided HS&E leadership achieving Criterion’s top score from Shell’s HS&E Management System audit.
• Identified $2 MM/yr. of variable cost savings opportunities. Provided leadership and guidance to local project teams involved with quality improvement and variable cost improvement projects.
• Project team member for SAP implementation.
Production Superintendent
Managed the precipitated alumina plant, Class V underground injection wells, extrusion plant and catalyst finishing plant, which included 5 production supervisors, 6 temporary supervisors and 49 indirect reports.
• Consolidated operator job functions in the precipitated alumina plant resulting in a 25% labor reduction.
• Identified, trained and promoted 3 bargaining unit employees to production supervisor positions.
• Improved supervisor’s skills in incident investigations, grievance handling and employee coaching which resulted in more uniform application of the labor agreement, company policies and operating procedures. Sr. Operations Engineer
• Improved first-time quality of the precipitated alumina plant from 75% to 91% while increasing production from 38 MM lb./yr. to 43 MM lb./yr. Received Criterion’s President’s Award.
• Implemented shop floor SPC with decision trees for operator performed QC testing. Cemtech LP (JV of Chemical Waste Management & Holnam) 1994 – 1997 Westchester, IL
Director – Engineering Services and Operations
Managed the operations, engineering, environmental compliance, customer service and information systems functions of a multi-site, waste-to-energy company with technology that enabled both hazardous and non- hazardous waste-derived-fuel utilization by the cement industry. Operations included RCRA permitted TSDFs at cement plants in AR, IN, KS, NE and stand-alone TSDF and transfer stations in TX, LA, and IN.
• Reduced fixed and variable costs of the Texas City facility by $0.5 MM/yr.
• Eliminated a management layer and decentralized the customer service and logistics functions.
• Led business development efforts in Asia and Central America. Established an office in Taipei.
• Managed the product development, manufacture, installation and startup of equipment for the packaging and introduction of containerized and dimensionalized, waste-derived-fuel into cement kilns.
• Managed technical and operational support for the licensing of 15 patents with 18 cement plants.
• Developed financial models for facility expansion rationalization and conducted acquisition due diligence
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