Craig Wolfe Email & Phone Number

York, Pennsylvania, Us

York, Pennsylvania, Us

York, Pennsylvania, Us

Charlotte, North Carolina, Us

Pine Grove, Pa, Us

- Managing director and officer of the company with operating/capital budget responsibility, eight direct reports, 102 indirect reports, and P&L accountability for site performance. - Report directly to CEO of Elster Gas and participate in semi-annual Elster Gas global leadership meetings in Germany and Slovakia to help set global strategies. - Executed corporate plan to relocate company operations to Illinois following an acquisition. - Led organizational restructuring effort centered on lean and a strong margin focus and alignment with business model of new and second private equity owners.- 24% reduction in manufacturing footprint was achieved by implementing lean manufacturing culture that drove out waste and led to new production and office floor plan.- Obtained certification of Environmental ISO 14001 and Health and Safety OHSAS 18001.- Company received awards for Best Return-on-Sales and Best Safety Record for two consecutive years (2013-14).- Led initiatives that doubled return-on-sales in two years, achieved best absenteeism rate within Hauck’s global companies, and maintained best working capital percentage within global companies while achieving 97% on-time shipment percentage.- Served on senior leadership team for Elster Gas North America to help formulate North America strategies.

- Responsible for the executive leadership of all operations including quality, safety, production control, purchasing, manufacturing engineering, shipping, receiving, warehouse, maintenance, machining, assembly, electrical, welding, fabrication, and laser cutting functions. - Responsible for operating and capital budgets, seven direct reports, and 75 indirect reports. Reported directly to President as a company officer.- Led initiatives that boosted gross margin and improved working capital during challenging period associated with economic recession. - Gained better leverage with suppliers to improve costs and customer service levels by consolidating 400+ supply base.- Implemented lean manufacturing continuous improvement efforts that generated significant savings.- Achieved more effective alignment of resources for global organizational growth opportunities by restructuring organization.Implemented operational controls and metrics for company’s growing wholly-owned foreign enterprise in China.

- Reporting directly to the President, was responsible for all aspects of the manufacturing operation including production, quality, manufacturing engineering, production planning, and procurement.- Focused on improving working capital and EBITDA, reducing costs and expenses, and increasing inventory turns. Responsible for operating and capital budgets, eight direct reports, and 56 indirect reports.- Contributed to increasing EBITDA by 90% in one year.- Merged $5.5M acquired company into Hauck without adding any additional overhead.- Strategically outsourced two non-core product lines to improve quality and generate net savings.- Led initiatives improved working capital 5%, increased inventory turns by 113%, reduced conversion costs from 19.7% to 14.6% of revenue, and cut manufacturing expenses from 16% to 13% of revenue ($810K GM improvement).

- Managed operating budget, nine direct reports, and 61 indirect reports.- Implemented efficiency improvements that reduced overtime by 59% and indirect labor by 45%.- Reduced manufacturing and overhead expenses by 12% despite 59% increase in health care benefit costs.- Strategically outsourced non-core processes to leverage stronger focus on core business.

- Managed the sourcing, procuring, and scheduling of materials and capacity required for production.- Created and leveraged synergies between production planning and purchasing departments. - Controlled inventory for 68 product families in a make-to-stock, make-to-order, engineer-to-order, and configure-to-order, low volume inventory. - Defined complimentary goals to strengthen collaboration and performance among production planning and purchasing departments. - Facilitated stronger business analysis and better decision making by implementing seven-module SAP R/3 within six months in year 2000. Held full accountability for implementing SAP Materials Management and Production Planning modules.- Increased inventory turns 62% by introducing new stocking strategy.- Reduced lead-times by 60% while improving on-time shipments from 85% to 95%.