Christopher Seavey Email & Phone Number

Davidson, North Carolina, Us

• Provided leadership for 5 direct and 46 indirect reports in the manufacturing engineering, tool room, MES documentation, and training departments, creating a cohesive team in a fast-paced work environment.• Actively managed staffing levels, employee development, engineering projects, and the company new employee training program to successfully navigate year over year sales growth of more than 100%.• Personally directed 5 new robotic welding cell projects and 2 cnc pipe cutting machine projects to increase production levels by at least 3-fold while in an atmosphere with skilled labor and engineering shortages.

Elmhurst, Illinois, Us

• Led the manufacturing engineering, maintenance, tool room, cnc machining, and welding departments, with 7 direct and 35 indirect reports, creating a team to align manufacturing tasks with company goals. • Developed the manufacturing departmental budget of $.75 million, maintained partial P&L responsibility for operational results, and was responsible for all interviewing and staffing changes within the group.• Helped lead the company culture change to a participative, collaborative, team-based work environment that emphasized the PQVC (people, quality, velocity, cost) philosophy.

Elmhurst, Illinois, Us

• Reorganized the long-term goals for the engineering departments to focus on a solid model-based digital manufacturing system, which reduced the throughput time in manufacturing engineering by 50%.• Rebuilt the five-year capital plan to increase productivity through automated manufacturing cells in order to reduce labor content by 80% and lower lead times by 60% while improving margins by 10%.• Implemented a $4.25M six-axis cnc machining and welding cell using lean manufacturing concepts, which reduced manufacturing lead time by 75%, WIP inventory by 25%, and the base product cost by 35%.

Sartell, Mn, Us

• Managed 7 non-union manufacturing engineers and 4 union tool room machinists, structured the $1.025M budget based on partial departmental P&L responsibilities, and created the $3M capital budget.• Responsible for maintaining the five-year capital plan and chose new equipment using lean manufacturing theories to reduce part cost, increase quality, and shorten delivery lead-times to the customer.• Acted as the project manager for capital equipment justifications using NPV, IRR, and ROI on projects of up to $4M in size, averaging 2 years to payback, 30% return on investment, and a labor reduction of 50%.

Sartell, Mn, Us

• Organized the transfer of the Willamette ball valve product line to a different facility, decreased the cost of the average valve by 25%, and doubled the number of manufactured parts to improve quality and delivery.• Managed new process routings, cnc programs, and bills of material to create prototype and production components, and updated ISO documentation to match the new, more efficient manufacturing processes.• Recreated the Willamette ball valve product line to maintain consistent tolerances and component fits, and switched from a series of individual drawings to tabulated prints to drive consistency in manufacturing.

• Supervised 12 cnc machinists on 2nd shift, maintained production and quality objectives, surpassed safety requirements, participated in disciplinary actions, and effectively worked with multi-cultural personnel.• Updated customer and ISO-required documentation, transferred process and machining knowledge between production areas and shifts, and ensured the daily transition between shifts happened effectively.• Coordinated all facets of production and factory operation on 2nd shift, performed multiple daily quality control audits, trained operators in required topics, and diagnosed machine errors and technical difficulties.

Medway, Massachusetts (Ma), Us

• Received certification as an internal auditor and was in charge of maintaining and updating existing ISO-9001 documents, and instructed all production employees on ISO audit procedures.• Generated capital projects of up to $240K, with returns on the projects averaging 3 years to payback while also increasing overhead absorption by $220k as additional production work was insourced.• Assisted in the relocation of an entire 150k square foot facility, including 8 cnc machine tools, in which manufactured components were produced in the new facility less than 3 weeks after the move began.

Charlotte, North Carolina, Us

• Created a Swiss lathe cell with a cost of $860k, which had a projected payback of 2 years and an actual payback of 1 year, by reducing labor 70% on OEM machine screw products.• Justified capital equipment of up to $970K with a payback of less than 3 years, allowing an additional 6k of machining hours to be insourced, which increased overhead absorption by $720k annually.

Charlotte, North Carolina, Us

• Scheduled, trained, and supervised 6 machinists across 9 machines on 2nd shift as the manual lathe department lead machinist, a promotion which was granted after only 6 months of employment.• Justified new equipment purchases for the department when not operating machines, which later more than doubled production volume in the area after new machine installations.

Charlotte, North Carolina, Us

• Participated in the creation of a low volume, lean manufacturing machining cell consisting of six cnc lathes, three cnc mills, one manual lathe and one manual mill.

• Produced parts on Acme-Gridley 6 spindle and Brown and Sharpe single spindle screw machines and supported as many as 10 machines as a backup operator.

Master Of Business Administration (M.B.A.), Strategic Management

Bachelor'S Degree, International Business

Degree, Associate In Arts

Diploma, Machining Technology

Bachelor Of Arts (Ba), Spanish Language And Literature