Chuck Knabusch - Because "Hope Is Not A Business Strategy" Email and Phone Number
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Chuck Knabusch - Because "Hope Is Not A Business Strategy" personal email
Chuck Knabusch - Because "Hope Is Not A Business Strategy" phone numbers
While serving in the US Army, I began my leadership journey learning that leadership isn't about giving orders; rather developing people while achieving objectives, developing the next generation, and making tough decisions. With this foundation, I built and led high-performing teams and projects for the next 30+ years. While my career included a number of accomplishments, I also learned it's not about me. It's about the team as well as my drive to give back. We've all seen what Covid did to businesses, well, I love to empower leaders to identify solutions and uncover opportunities that enable them to navigate challenges and enhance their organizations, thus building stronger communities. Now, I channel my talent and passion for business operations as an executive coach, consultant, keynote speaker and author helping growth-minded CEOs, Presidents and business owners / leaders fulfill their own strategic visions. As an executive coach, my job is to question a leader's answers, not answer their questions. As a consultant, my job is to find solutions to overcome issues and obstacles. Blending the two creates powerful results. It's simple; not easy. The executive leaders I have the opportunity to work with think differently while being driven to improve. Whether it's increasing revenue / size, pivoting their businesses to overcome some business condition, improving profitability, disrupting the old-guard or becoming a better father/mother, husband/wife or friend, is for them to decide.I bring leaders together, facilitate and help them hold one another accountable.My experience in leadership development, operational excellence and bottom-line results brings perspective and guidance for the already high-performing leaders I coach. If you'd like to find out whether you might be a fit to find answers and overcome obstacles and you're ready to lift your leadership skills to the next level - let's chat!-> Schedule on my calendar: https://calendly.com/13ten/10-minute-introCONTACT INFO:email: 13ten@earthlink.netweb site: www.13ten.com
13Tenbusiness Solutions, Llc
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Author13Tenbusiness Solutions, Llc Jan 2022 - PresentHope Is Not A Business Strategy
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Solution Engineer / Principal / Owner13Tenbusiness Solutions, Llc Oct 2020 - Dec 2021Opening a greenfield facility while leading process improvement in another. Ensuring ERP and Shop Floor Control systems are set-up and trained. Training personnel in production scheduling of multiple product lines across approximately 20-30 production cells. Improving production flow and productivity to reach and exceed performance target goals.
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Solutions Architect13Tenbusiness Solutions, Llc Jun 2021 - Oct 2021Designed unique ERP (JD Edwards Enterprise One) solution for two additional manufacturing facilities. Solution included materials movement between plants and finished goods shipping to end user, production scheduling, interfacing with existing Manufacturing Execution System and corporate ERP.
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Vistage ChairVistage Worldwide, Inc. May 2024 - Dec 2024San Diego, California, UsAs a Vistage Chair, Executive Coach, and CEO Peer Advisory Group Facilitator, I help select, high-performing CEOs and Senior Executives achieve greater levels of success both personally and professionally, while having a positive impact on their communities and building a strong legacy. We deploy a proven methodology used for over 65 years to help people who run businesses become better leaders, make better decisions, and achieve better results. -
Solutions Engineer / Facilitator / Special Projects Manager13Tenbusiness Solutions, Llc Aug 2019 - Mar 2020Consulting to La-Z-Boy Incorporated as a Special Projects Manager.
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E1 (Erp) Project Manager; Operations/Production Business And Functional LeadLa-Z-Boy Incorporated 2013 - Aug 2018Monroe, Mi, UsLed team of eight implementing production element of the Order to Cash process of JDE E1 ERP system across five supply centers, seven manufacturing plants, and multiple distribution centers as SME on production operations for one of world’s leading residential furniture producers with annual sales of more than $1.36 billion. Contributed to the Sales Order Management element of O2C.The O2C Project was a major AOP Project that kicked-off in FY2011 Q2. In total, the project experienced 30 individual deployments (more than one deployment per quarter over the past 7 years). The final deployment called SOM Invoicing went live on February 5, 2018 and the overall project is now considered complete and closed. The following are a few benefits experienced since deploying the ERP solution: a 75% improvement in reducing the late units; a 27% improvement in on-time shipping; a 20% improvement in plant productivity. In addition to the aforementioned benefits, several other tangible and intangible benefits have been experienced: improved inventory accuracy, improved auditability and user-accountability, improved and more accurate data, and improved visibility & transparency to performance.Key Achievements:• 95% consistency in production levels achieved during deployment of ERP system to all production facilities.• 100% on time delivery of scheduling requirements met enabling production to start on time while ensuring staff safety by managing project planning through severe storm watch.• Successfully updated from JDE E1 9.0 to 9.1 across 6 manufacturing plants, 5 Supply Centers, multiple RDC's and Corporate HQ.• Effectively deployed Sales Order Management replacing a homegrown mainframe based system to not only take orders but perform capacity management functions as well.• Successfully integrated start-up operation to legacy ERP aligning processes with system flows, streamlining and eliminating significant lead-time from the order cycle. -
Plant Production Manager (Supply Centers) / E1 (Erp) Project Manager, Business And Functional LeadLa-Z-Boy Incorporated 2010 - 2013Monroe, Mi, UsManaged team of eight, two supply centers, and $80 million, multi-shift manufacturing operation supplying 100% of cut plywood and 30% of cut and sewn leather parts for Residential Division. Project management focus includes ERP system design and deployment. Manage production operations and P&L for 2 manufacturing facilities.Key Achievements: • $6.4 million saved over three years by taking strategic view when addressing labor, production, and product development processes.• 15% first year improvement of department cost performance by rebalancing and redistributing workload to create operating efficiencies across team.
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Plant Production Manager - Supply Centers / UpholsteryLa-Z-Boy Incorporated Jul 2004 - 2010Monroe, Mi, UsManaged operations and finances for $80M production of 3-shift manufacturing operation supplying seven assembly plants with cut plywood and cut leather parts. Managed operations and finances for logistics, materials management and scheduling for a $109M, 2-shift operation manufacturing finished goods. Managed six direct reports and a 300-person team over three shiftsKey Achievements:• 8% cost improvement achieved within six months by implementing 5S, VFM, Cellular Manufacturing, and Lean Principles within production facility.• 90% of production volumes maintained despite hurricane by implementing and managing disaster recovery effort for centralized plywood supply facility.
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Senior Operations Analyst / Project ManagerLa-Z-Boy 2000 - 2004Monroe, Mi, UsSupervised critical, division-wide projects that impacted service, quality, profitability and lead time. Managed logistics and IT development process for centralized green-field fabric cutting supply center project supporting multiple manufacturing sites.Key Achievements:• 20% lead-time reduction of leather unit production reached in less than one year by managing business process redesign project, while creating new IT application to manage operations.• $2.7 million in capital equipment and process improvements purchased to improve cutting efficiency and quality after creating cost/benefit analysis that calculated a 1.35 year ROI.
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Previous PositionsLa-Z-Boy 1990 - 2000Monroe, Mi, UsGeneral Manager, La-Z-Boy Logistics, Inc. (1997–2000) - Oversaw logistics division and function, including a $50M freight spend. Managed domestic and small-package freight, transportation service procurement, fleet operations, third-party logistics and warehouse operations. Negotiated freight rates and contracts with providers. Supervised five department heads, conducted compensation comparison reviews/surveys and administered employee performance evaluation program for logistics personnel.Director of Planning and Development (1996–1997) - Managed and led strategic and operational projects, from ideation to implementation servicing the corporation and various divisions.Quality Systems Manager (1994–1996) - Implemented and managed quality information systems to support manufacturing facilities. Maintained all databases, application programs and query systems. Served as project manager for quality initiatives. Instructor for a Quality and Value Improvement Program initiative.Materials Analyst (1992–1994) - Management of Inventory levels to achieve corporate, divisional and plant service and cost goals.Programmer/Analyst (1990–1992) - Integrated systems and process solutions in support of manufacturing operations throughout company.
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Network Switch Section SergeantMichigan Army National Guard Sep 1990 - Aug 1992Lansing, Mi, UsDeveloped, tested, fielded, provided, and managed communications and information systems support for the command and control of battalion, brigade and division level operations. -
Network Switch Section SergeantUs Army 1983 - 1990Arlington, Virginia, UsDeveloped, tested, fielded, provided, and managed communications and information systems support for the command and control of battalion, brigade and division level operations.
Chuck Knabusch - Because "Hope Is Not A Business Strategy" Skills
Chuck Knabusch - Because "Hope Is Not A Business Strategy" Education Details
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The University Of ToledoManufacturing Management -
Siena Heights UniversityBusiness Administration
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Central Texas CollegeComputer Science
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Siena Heights UniversityGeneral
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Siena Heights UniversityGeneral
Frequently Asked Questions about Chuck Knabusch - Because "Hope Is Not A Business Strategy"
What company does Chuck Knabusch - Because "Hope Is Not A Business Strategy" work for?
Chuck Knabusch - Because "Hope Is Not A Business Strategy" works for 13tenbusiness Solutions, Llc
What is Chuck Knabusch - Because "Hope Is Not A Business Strategy"'s role at the current company?
Chuck Knabusch - Because "Hope Is Not A Business Strategy"'s current role is Vistage Chair | Executive Coach | Peer Advisory Leader | Keynote Speaker | Consultant | Leadership - Planning - Execution | Best-Selling author: Amazon - Production & Operations; Entrepreneurship Management; Leadership.
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What schools did Chuck Knabusch - Because "Hope Is Not A Business Strategy" attend?
Chuck Knabusch - Because "Hope Is Not A Business Strategy" attended The University Of Toledo, Siena Heights University, Central Texas College, Siena Heights University, Siena Heights University.
What skills is Chuck Knabusch - Because "Hope Is Not A Business Strategy" known for?
Chuck Knabusch - Because "Hope Is Not A Business Strategy" has skills like Manufacturing, Team Building, Continuous Improvement, Lean Manufacturing, Process Improvement, Six Sigma, Value Stream Mapping, Kaizen, Leadership, Management, Erp, 5s.
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