Christopher Ambrosini Email & Phone Number

United States

Elk Grove Village, Illinois, United States

Operational P&L responsibility for multiple steel service center facilities. Experienced with instilling a positive safety culture and quality environment, implementing lean management tools, and creating a positive team environment by placing team members in winning situations.

Greater Chicago Area

Devised policies and strategies to accomplish company goals being the safest, highest quality, lowest cost and most productive structural steel tubing producer across our facilities in the United States. Oversaw the budgetary and financial activities including the capital planning process. Set clear expectations concerning company goals and objectives while creating a team based environment to ensure success in meeting those goals.

Greater Chicago Area

Oversaw supplier factory, customer, and related matters in areas including distribution, competition, workplace and product safety, customs, and labor and employment. The focus was on Supplier Quality Assurance (SQA) and Total Factory Compliance (TFC) including social responsibility, security, capacity, and quality factory audits; manufacturing process review; standards review; and corrective action identification & management. The Supplier Performance team provided international sourcing, purchasing, customs compliance, quality assurance and accounts payable services to all Leggett & Platt’s operations.

Chicago, Illinois

Member of the senior leadership team with full P&L responsibility for the largest manufacturing operation within the Allied Tube Group. Key accomplishments include:• Leading the change to a Lean Manufacturing environment by taking the principles of the Toyota Production system and adapting them to a traditional, continuous production environment. Facilitating the paradigm shift through teaching, coaching and driving the ideals throughout the organization.• Created key metrics based on the PDCA methods of driving organizational change and continuous improvement.• Currently on track to deliver $5.6M in operational savings through Lean Six Sigma techniques.

Responsible for driving the strategy of improvement and management of the Brazilian Operations. The goal was a successful culture change from reactive to proactive world class focus to achieve operational excellence. Key accomplishments included:• Implementation of a metrics based scorecard that facilitated a continuous improvement cycle increasing productivity 30%. • Positively changed the safety culture through education and positive feedback, reducing accidents by 60%.

Responsible for the largest Manufacturing Operations and Regional Distribution Center within the Tyco Electrical Metal Group. Key accomplishments included: • Implementation of a breakthrough task based continuous improvement program in the facility. Key indicator metrics were developed, tracked, and improved through this process. • Managed the merger of three major product groups to the facility, while maintaining and growing the customer base. Maintained costs to within targeted goals in spite of the 2008-2009 economy.• Increased POR by 40% over 1 year.• Reduced safety incident recordable rate by 45% over 2 years.• Reduced the amount of raw material inventory by 30%. • Implemented a series of engineering modifications to the manufacturing process the raised productivity by 50%.• Revised plant PPE policies for better protection against hand and finger injuries bringing about a significant reduction in TIRR for the facility.

Responsible for the operation of the Century Tube automotive facility. Key accomplishments included: • Reduced the amount of raw material inventory by 30%. • Oversaw the replacement of key operating and support personnel while improving productivity and efficiency of the facility• Implemented strategic material control policies that had been missing from the plant to address shrinkage issues.• Implemented a series of engineering modifications to the manufacturing process the raised productivity by 30%.• Revised plant PPE policies for better protection against hand and finger injuries bringing about a significant reduction in TIRR for the facility.

Turn around assignment to manage a poorly performing facility. Key accomplishments included: • Reduced the amount of WIP in the facility by 40% by setting up realistic Kanban’s for the product.• Improved the warehouse storage facilities to reduce the amount of material shrinkage due to aging.• Successfully managed the process in getting this plant off a Corp. safety watch list by improving the incident rate by 56%

Line management responsibility for production, maintenance/engineering, scheduling, quality, and distribution in a lean steel producing facility. Key accomplishments included: • Implemented the Lean Kaizen focus in regards to our mill changeovers. Improvements to date have reduced scheduled times 50%- 70% from Engineering standard.• Spearheaded the initial focus, training, and implementation of formalized 5S at the Harvey plant. Personally trained our entire first-line supervision staff in the concepts, and first project implementation.• Became Champion mentor to the original Six Sigma belts. Used my training and experience as a Certified Quality Engineer to ease the transition of the tools into everyday manufacturing floor use.• Fostered to concept of natural work teams to identify, analyze, and implement meaningful solutions to difficult manufacturing productivity issues.• Implemented a vision of real time process integrated process management.

National Logistics Manager for Allied Tube & Conduit. Responsible for all aspects of the supply chain to the end customer. Responsibilities included the day to day management of multiple warehouses; both in the Midwest, and the West Coast. Key accomplishments included:• Transformed the traffic department freight bill auditing function from a paper based system, to a computerized record database, allowing quicker, more accurate review of our freight bills utilizing less manpower.• Process mapped the traffic function to identify bottlenecks, and foster improved customer service communication.• Championed the data collection and analysis of our freight payments, which allowed us to consistently offer freight to lost cost, viable carriers, based on lanes.• Vigilant in the use of natural work teams to improve problem areas. This resulted in solid results in damage reduction, inventory accuracy, carrier claims, and customer satisfaction.

Responsible for the implementation and overall management of our Quality Management System. Key accomplishments included: • Championed the work team that brought ISO registration to the Harvey facility in 120 days. Published a white paper documenting the process for the “Tube and Pipe Association” in 1994• Spent a nine month assignment at our facility in Liberty, Texas, providing assistance in developing quality systems.• Began the process of moving away from traditional inspection based quality systems, and transferring responsibility to the line operators. This initiative laid the groundwork for our IPM program.• Solidified the foreign sourcing initiative in Taiwan setting up the quality systems and inspections of a multitude of products Allied was purchasing at that time.

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