Plant Management, Turnaround management

KEVIN CALCHARY

*** **** ******

Greenville, South Carolina 29607

864-***-**** *********@*****.***

PLANT MANAGER

Continuous Improvement / P&L / Cost Analysis & Reduction / Lean / ISO 9001 / Kaizen / QC / MRP OEMs / CRM / Vendor & Labor Relations / Recruiting & Development / Compliance / Safety / JIT

I turned around underperforming manufacturing plants, increasing production, boosting profits and ensuring worker safety. Effectively analyzing and resolving operational issues, I reduced inventory expense, grew worker skills and adopted best practice methodologies to increase throughput and deliver high quality products. Key talents include:

• Identifying areas in need of improvement and delivering cost-effective solutions

• Streamlining processes and standardizing procedures to improve product quality and delivery time

• Ensuring safe, compliant work environments to maximize productivity and minimize liability

• Developing accurate budgets and forecasts that enable fact-based decisions

• Recruiting and developing outstanding teams that outperform expectations

I am certified in Lean manufacturing and earned my BS in Business Administration from Wayne State University. My training includes OSHA and HIPAA requirements, and I effectively deployed related programs. As a hands-on leader, I solicit input at all levels to improve production, quickly synthesizing diverse ideas to solve challenges.

SELECTED ACCOMPLISHMENTS

Slashed manufacturing costs. Inherited 3-shift operation at Draexlmaier Automotive. Recognized production improvement opportunities and eliminated one shift. Championed Lean improvement events, focusing on process flow, line balancing and waste elimination. Developed and executed cross-training plan, minimizing downtime. Improved labor production efficiency from 72% to 95% in two years and cut costs $460K+ annually.

Turned around flailing operations. Brought in to correct Xaloy’s long lead times caused by poor part quality and production bottlenecks. Divided products into four groups based on physical size and restructured plant to optimize workflow. Initiated scheduling system focused on adjusting task times. Increased FTA rates 12% and cut defects per unit 23%. Completed 14% more units during this timeframe.

Drove production change. Xaloy’s Production costs were growing and throughput decreasing. Company needed strategic plan as its market-leading reputation faltered. Applied "Toyota Way" Lean methodology and established Standard Work Through Value Stream Mapping. Achieved 27% gain in value added per direct labor hour.

Rescued plant. Van Dorn plant’s key metrics were dismal. Hired as change agent to determine and execute strategic improvements. Recruited and trained staff of supervisors that led change through Kaizen events and aggressive goal setting. Increased throughput 20% while reducing operating costs 22% within three years.

CAREER HISTORY

Production / Operations Manager, Draexlmaier Automotive of America, 2007 to 2010. Led injection mold manufacturing operations and assembly for 125 employees over eight carlines. Ensured key metric achievements were met, including labor productivity, costs and delivery. Hired and trained staff. Held $3M P&L responsibility.

Plant Manager, Xaloy Inc., 2005 to 2007. Led plant of 145 associates with responsibility for manufacturing (including Lean improvements) machine components. Directed quality, customer relations, logistics, transportation, purchasing and safety. Held $6M P&L responsibility. Negotiated vendor contracts and taught Kaizen classes.

Lead Facilitator, GKN Automotive Driveline, 2004 to 2005. Oversaw manufacturing for seven product group cells and 42 employees for this $360M auto parts company. Tracked process flow and implemented improvements to increase throughput. Tracked parts per hour to develop Takt time and ensure labor efficiency goals were met.

Plant Manager / HR Manager, Van Dorn Demag Corporation, 2000 to 2004. Promoted from Manufacturing Manager to lead plant operations, including engineering, CRM, logistics, purchasing, inventory and labor relations for this $75M company. Responsible for $1.5M P&L. Taught safety courses and oversaw 75 employees.

Manufacturing Manager, Van Dorn Demag Corporation, 1998 to 2000. Managed plant manufacturing of steel components required for injection molding machines. Reduced costs and improved key metrics through team building programs. Led team of 60 employees.

Earlier: Production / QA Manager, Trijicon Inc. Quality Systems Manager, Jay / Enn Corporation.

Additional Information: I am a community service volunteer for my church, a member of the Wayne State University Alumni group, and enjoy reading, racquetball, coaching soccer and logic puzzles.

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