Manager Plant

KEVIN SEALTS

*** ****** ***** ******, ** *****

T: 419-***-**** M: 567-***-**** zlqyau@r.postjobfree.com

http://webprofile.info/ksealts/

OPERATIONS EXECUTIVE/LEAN INITIATIVES

Cross-disciplined senior executive with portfolio of achievements increasing profitability and operational productivity through skillful management of people and processes. Lead initiatives and implement improvements that reduce waste, eliminate redundancy, and drive increases in corporate revenue. Visionary and motivational leader, effective at building positive relationships at all levels. Respond to business challenges with confidence and determination through demonstrated expertise in following:

• Effective Production Methods of Lean Principles • Financial Acumen

• Team Building and Employee Mentoring • Global Experience

• Data Gathering and Assimilation • Professional Presentations

• Executive Leadership and Management • Workplace Safety and Efficiency

PROFESSIONAL EXPERIENCE

Hirzel Canning Company, Ottawa, Toledo, and Pemberville, OH 6/2010 - Present

Fourth-generation, family-owned company founded in 1923, specializing in tomato and sauerkraut products.

Manager of Lean Manufacturing / Safety Chairman / SQF Practitioner

Responsible for developing and implementing all training initiatives for safety and Lean concepts, including personnel safety and Good Manufacturing concepts. Drove efforts for company recognition as a SQF Practitioner (Safe Quality Food).

Selected Achievements

• Reduced temporary manpower in the Packaging Department by approximately 6%, saving substantial resources.

• Partner with the Bureau of Workers Compensation to reduce workplace-related injuries and provide comprehensive onsite training.

• Analyze all operations-related processes and procedures, recommending the appropriate course of action to increase efficiency.

• Gained Safe Quality Food Certification for the Company as SQF Practitioner.

DTR Industries, Inc., Bluffton, OH 1993–2010

Manufactures and sells anti-vibration and hose products to global auto industry with $400 million in annual sales. Responsible for the profit and loss of a manufacturing division.

Plant Manager (2005–2010)

Promoted from production associate to quality department group leader to Supervisor in hose manufacturing division and then to Manager of anti-vibration division, providing leadership to 380-member organization.

Performance Improvements

• $300,000 annual cost savings realized by implementing Kaizen to Teflon-coat paint fixtures, enabling associates to complete periodic cleaning and eliminating need for vendor to burn off excess paint.

• Reduced labor cost by standardizing, developing, and combining work processes that reduced labor contribution from 18% in 2005 to 13.5% in 2009.

• Applied Kaizen principles to improve scrap rate of anti-vibration division from more than 1% in 2005 to less than 0.3% in 2009.

• Improved safety record from five lost time accidents and 34 medical treatments in 2005 to zero lost time accidents and three medical treatments in 2009.

• Proposed replacing Teflon-coated molds with chrome plating to eliminate three- to four-day downtime expense to replace Teflon coating and cost of buying additional molds to compensate for downtime.

Plant Manager (continued)

Executive Leadership

• Wrote and implemented all quality department standards that contributed to QS9000 certification in 1997, then appointed to assist sister plant with their standards to achieve certification.

• Selected to prepare and deliver presentation on Kaizen activities in anti-vibration division to parent-company executives and all sister companies at plant in Tianjin, China in 2006.

• Recruited by management to assist in set-up of plant in Chihuahua, Mexico.

• Instructed six-member team selected by Honda from multiple departments for training, education, and Kaizen (TEK) team for presentation to Honda suppliers of Kanban system team implemented at DTR.

Business Optimization

• Traveled to parent company in Japan and sister companies in Thailand and China to learn about Toyota Production System, 5S, and other Lean Manufacturing Principles.

• Trained on Lean Principles of Toyota Production System, Job Instruction Training (JIT), 5S training, TEK training, Bluegrass Automotive Manufacturers Association (BAMA) Network, and Honda Lean Network.

Relationship Management

• Assisted in avoiding unionizing effort through effective communication abilities, having daily interaction with associates, and actually addressing their concerns.

Strategic Planning

• Minimized layoff impact during auto industry downturn by designing labor pool plan with 15% temporary associates and offering voluntary layoffs that delayed eventual involuntary layoffs.

ADDITIONAL CAREER POSITIONS AT DTR INDUSTRIES

Assistant Division Manager, (2003–2005)

Supervisor, (1999–2003)

Group Leader, Quality Assurance, (1997–1999)

Group Leader, (1995–1997)

Production Associate, (1993–1995)

EDUCATION / PROFESSIONAL DEVELOPMENT / CERTIFICATIONS / AFFILIATIONS

M.B.A., Business Administration, BLUFFTON UNIVERSITY, Bluffton, OH

B.A., Organizational Management, BLUFFTON UNIVERSITY, Bluffton, OH

A.D., Industrial Engineering Technology, LIMA TECHNICAL COLLEGE, Lima, OH

Lean Certification, Lean Manufacturing Certificate, University of Michigan

Job Instruction Training, TOYOTA MOTORS MANUFACTURING

Best Practices Training, HONDA OF AMERICA

Facilities Planning, LIMA TECHNICAL COLLEGE

Production Planning, LIMA TECHNICAL COLLEGE

Methods Studies, LIMA TECHNICAL COLLEGE

American Heart Association, Volunteer

Lions Club, Member

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