Chris Dears Email & Phone Number

Richland, Mi, Us

Cleveland, Oh, Us

Controls Business Unit Manager for Pneumatic Division NA, responsible for Commercial and Operational performance of Michigan and Maine plants.

Cleveland, Oh, Us

Took career growth opportunity to lead multi-departmental overhaul of decade-old Product Catalog, applying 80/20 simplification practices that removed 60%+ of active SKUs while preserving 99% of the division’s $80MM annual sales. Championed New Product Blue Printing VOC sessions that generated crucial Product Specifications, ultimately paving the way to completing the Winner’s Circle product line (8+ new products).During COVID-19 pandemic, identified Essential Products and Markets serviced by the division to ensure continued production. Proactively self-taught Oracle Eloqua and subsequent eCommerce campaigns to minimize divisional expenses with outside vendors and preserve cash flow.Doubled annual sales of key Agriculture OEM through negotiating market-competitive price on new $2.8MM platform.

Cleveland, Oh, Us

Dynamically led cross-functional, international team to pioneer prototype No-Fault-Forward Cell that incorporates the latest in best practice technologies, including laser marking, collaborative robots, scan-to-pick, vision detection, and light-guided assembly operations. Using S&OP tools, proactively identified and adjusted necessary human and capital equipment to match 25% increase in production demand while maintaining wages-to-sales ratio.Lead Go-to-Green Report-Outs to Motion Systems Group on Key OEM Accounts, ensuring divisional delivery and quality objectives to sustain growth.Profit and Loss ownership for $60MM Lincolnshire Operation with management responsibility for eight salaried employees, and indirectly 60+ hourly employees over multiple shifts. Salaried team members include Manufacturing Engineering, Value Stream Management, Facility Operations, Planning, and Safety (EHS).

Cleveland, Oh, Us

Lead point on identifying and executing opportunities that increase the ratio of value to non-value in the high-mix, low volume manifold value stream at Parker HCS. Direct ownership for 20+ employees, including hiring decisions, development/performance assessments, and empowerment through High Performing Teams. Developed and executed ambitious LM1 projects resulting in $190k/year in labor savings, including shift consolidation, product localization, and material flow efficiency improvements. Selected as the HCS division’s “Go-to-Green” representative, managing a key OEM account through current product support, next-generation development and launch, and on-site support.

Cleveland, Oh, Us

Provided support for the cartridge/solenoid value stream via tooling design/fabrication, LabVIEW programming, product launch ownership, test-stand rebuilds, and material-flow improvement projects. Cycle-Time Reduction Projects:Partnered with personnel in the value stream to generate quarterly projects that would eliminate waste and improve operator efficiency. Example: Spear-headed a project in the cartridge value stream that created a 38% UPLH improvement via statistical analysis, elimination of redundant test procedure requirements, and reorganization of the LabVIEW program.New Product Launch:NPI ownership for defining manufacturing processes and tooling based on new Catalog and OEM products. Products launches would range from 100+ units/annually, to 35,000+ units/annually. Includes teaming-up with contractors to fabricate DAQ towers, rebuilding of hydraulic test stands, designing parts-presentation racks, and writing of process documentation. Coordinated correlation tests and PQRs with required departments to effectively transition products to full production.Quality-Based Projects:Created and maintained PFMEA documents to show at-risk steps in production process based on RPN values. Facilitated cross-departmental meetings to review line rejects and implement required A3 action items to mitigate future risks. Direct ownership for CARs and would implement solutions to reduce costs for both the facility and the customer.

Collaborated with nine teammates to provide extensive research that would determine strategy formulation of a degree program for a major University. Consulting consisted of weekly meetings and phone conferences with client to relay progress, as well as touring facilities, exploring alternatives, and creating presentations for the client. The project's aim was to provide sufficient data and formulating a final recommendation.

Bloomingdale, Illinois, Us

Engineer responsible for designing CAD line-layouts, FDA compliant floor plans, and "Golden Zone" efficient retail stores. Creation of databases to track materials and developing cost-benefit spreadsheets to show R.O.I. were pivotal to forward progression of engineering projects. Worked collaboratively with other departments to redesign processes aimed at better efficiency and improving ergonomics. Hosted other companies suggesting new vision systems, conveyors, and manufacturing equipment.

Master Of Business Administration - Mba

B.S., Aerospace Engineering

Education record