Cuyahoga Falls, Ohio, United States
A hands-on, action-oriented leader who directs all manufacturing operations to meet business objectives and satisfy customer requirements. A certified Lean Six Sigma Blackbelt who drives continuous improvement and holds teams accountable to optimize processes, production, and equipment utilization. Recognized for strong emotional intelligence that builds high-performing teams, rewarding autonomy and innovation. Capabilities include: • Production | Engineering | Quality | Distribution • Process Safety Management (PSM) & Process Hazard Analysis (PHA) for Chemical Processing • Layer of Protection Analysis (LOPA) • Computer Numerical Control 3-Axis Programming: CNC Mill, Lathe, Dual Wire Saw • AS/ISO 9001 Standards | EHS | OSHA • Certified Lean Six Sigma Blackbelt | CI Projects • KPIs | Dashboards | Data-Driven Decision Making • Customer Relations & Business Partner Support • Supplier / Vendor Management • Builds High-Performing Teams | Mentors Talent • Multiple Award Winner for Innovation & Results • Excellent Written & Verbal Communication TECHNOLOGY AutoCAD/SolidWorks/DraftSight/Inventor) | CNC programming | MATLAB 6.5 | Minitab & Quality Companion | Microsoft Office (Excel, Outlook, PowerPoint, Word, Teams, OneNote, Power BI)
Responsible for manufacturing and distribution operations at both the Kent and Cincinnati locations.
Recruited to drive continuous improvement of the Oasis ® Brand manufacturing and distribution operation. Managed Foaming, Quality, Manufacturing, Distribution, Planning, Purchasing, Customer Service, and a Project Manager, supervising 9 Managers and 100 employees. • Responsible for full P&L, annual business planning, 10-year strategy, and capital projects. • Contributed $1.316MM over tenure, averaging 103.675% yield gain. • Designed the solution and developed the business case to implement robotic automation in assembly to remove the largest safety hazard in the facility. • Added 25% capacity to the Distribution Center and eliminated 95% of overtime with decreased payroll costs by removing the need for a 2cnd shift by repurposing a brownfield site. Led the $1MM project. • Led and/or contributed to the post-integration of 4 acquisitions (AFT, Milton Adler, Handy Floral, Design Master) as project manager, overseeing integration of: capital equipment, manufacturing, distribution, and suppliers. Successfully transitioned operations into daily production with no issues. • Facilitated 6 Lean initiatives annually (42 over tenure) resulting in a 26% gain in labor efficiency, 39.5% improvement in machine uptime, and 95% item availability. • Implemented multiple KPI’s (e.g., on-time shipment, labor utilization, item availability) communicated through electronic tracking and weekly communication. • Met monthly with global operations leaders to share best practices and drive continuous improvement and standardization. • Received 3 corporate Innovation Awards, 3 “Top Ten” awards, and 9 “Area of Excellence” awards.
Managed a manufacturing operation, with 3 shifts/6 days/week and 125 production employees. Oversaw Planning, Engineering, Quality, and EHS. Managed capital expenditures planning and requests. • Met or exceeded the annual goal of $800k COGS savings through continuous improvement efforts. • Implemented Lean transformation throughout the plant to improve safety, quality, delivery, cost, and cash. Redesigned the Assembly department (e.g., layout and takt time). • Led the Annual Operations Plan (AOP) and (1/3/5 years) strategy plan aligned with corporate objectives. Developed performance goals for employees linked to objectives and deliverables. • Ran project management for a $3MM install of a 900-ton mechanical press, including scope, requirements gathering, GANNT chart, budgeting, resource allocation, issue management, vendor management, and post-implementation support. • Introduced a 9-block talent management process to create a robust succession and development process, creating a more engaged and collaborative team and increased internal promotions.
Managed 150+ manufacturing employees, over 2 shifts, 6 days per week, overseeing 13 departments (e.g., CADWELD+, machine shop, Lenton, Graphite, Customer Service, Engineering, Planning, Sales & Quality). • Increased EBITA by $12MM during tenure using Lean principles to reduce manufacturing variance and implement advanced machine technology, including: o Used Kaizen to drive labor efficiencies across departments and reduce machine downtime by 12%. o Upskilled the workforce by developing cross-training for production workers across machines and departments. • Proposed capital purchases ($250K to $1MM) for 6 new machines, from equipment research to costing, and ROI calculations to vendor negotiations. • Recruited top talent for leadership roles and created a learning culture by developing performance targets and curriculum for supervisors and engineers.
Provided interim management of a manufacturing facility, supervising 38 CNC machinists. • Implemented a standardized Lenton Coupler for the global manufacturing footprint by integrating US and European manufacturing experience to deliver the project under an aggressive timeline. • Diversified the supplier base, increasing the overall quality of finished goods.