Two Rivers, Wisconsin, United States
Dynamic and collaborative manager focused on Continuous Improvement, Operational Excellence, and Staff Leadership. Possesses a history of developing and executing Operational Excellence frameworks, driving Key Performance Indicators (KPIs), and optimizing practices and policies that meet or exceed company objectives. Expertise is developing and leading cross-functional team members, coordinating process changes, and creating a climate that instills success in people, processes, procedures, and outcomes.
Spearheaded operations within the plant, including championing initiatives , establishing, and monitoring standards, and supporting decisions made with data and analyses. Lead safety, quality, manufacturing, team development, and continuous improvement within the facility. - Transitioned from World Class Manufacturing (WCM) to CNH Business System, including implementing 10 LDM Boards, SQDIP - Looking Back Initiatives, Pareto charts, actions plans, and SMESS methodologies. - Performed KPI evaluations for the compass room, along with focused lab reviews, accountability boards, savings review, and major CapEx project reviews. -Coordinated and completed monthly operations reviews with corporate personnel, including reviews of MTD and YTD of KPIs, TABS, and Root Cause/Problem Solving (RCPS). - Completed a Value Stream Map, using Kaizen Planning with a 90/60/30 day checklist and execution. - As the culture champion, leading training workshops, mentoring and coaching salary and hourly personnel, orienting new employees, and evaluating the Customer Experience (CX).
Led the execution of World Class Manufacturing (WCM) culture at the St. Nazianz site while coordinating activities among the 10 Technical Pillars of WCM. Attended plant visits, participated in training opportunities, benchmarked other plants, and prioritized projects to identify tools and methods to attack specific losses. - Implemented COVID-19 protocols to maintain employee safety. - Earned a position as Interim Plant Manager, completing 100% of year-end whole good shipping plan as scheduled, developed a resource plan, and developed a budget plan for holiday shutdown activities. - Played a key role in quality improvement programs, including welding quality, assembly quality gate and quality network, and implementation of a quality information database called Alstar. - During 2019, implemented a shutdown planning file that communicated key information including internal and external communication to suppliers and services to the plant. - Oversaw fabrication, weld, paint and assembly departments. - Created processes surrounding Kaizens, following the Plan-Do-Check-Act methodology, increasing productivity and achieving an 8% reduction of perimeter costs YoY. - Utilized the Pareto principals while partnering with team members to develop and implement appropriate and timely data collection methods and analysis. - Planned strategies and facilitated the bi-annual external audits of the WCM Methodology, including pre-audit, self-assessment, audit, and corrective action plans. - Participated on the implementation team for ISO14001, 18001, and 50001, serving as a back-up management representative for the organizational EH&S Manager.
Played a key role in leading and aligning the organization's continuous improvement efforts. - Mentored and coached senior leadership personnel and shop floor teams in the use of A3s. - Served as a leader in the organizational use of value stream mapping, visual systems, pull systems, live Pareto, and the P-D-C-A cycle. - Directed and successfully led the supply chain team, managed plans and schedules, coordinated production and inventory control, and executed logistics and parts fulfillment, including training staff members.