Dennis Doren Email & Phone Number

Tiffin, Ohio, United States

Intitially hired as consultant and replaced VP of Ops, promoted to COO.Took lead times down from almost half year to 2-6 weeks depending on product lines. Implemented Kanban for high mix low volume system.

United States, Germany, China

240 EmployeesExecutive Director of Operations, Selected by parent company during global insolvency to spearhead efforts and establish structure with the only plant globally in growth mode. Parent company acquired; Findlay became an independent entity. Collaborated with banks to establish independent financial capabilities. Plant Manager, Led the Findlay plant after the executive board removed many key positions (COO, President, Sales, Controller, Plant Manager, Quality Manager and others). Recruited a talented and engaged team to return the plant to a profitable operation with structured processes. Established a training program for technical operations with experts for each major category. Transitioned from a global distributor and assembly to a precision machining plant. Director of Operational Excellence. Responsible for 6 plants Key Measurables and variance to P/L. Led monthly meetings and all efforts to train, implement and audit. Standardized KPI globally and implement best practices for Lean Systems processes. Executed standardized (TPS format), Value Stream Mapping, 5S, PDCA, Control Plan, Problem Solving, Sort Sheets / Pareto.

Developed a five course 15-day certification program, the first black belt certification in the nation including a plan and gap analysis titled “The Roadmap.” Heavily based on the Toyota Production System and teachings from Ohno, Shingo, Deming, Juran, Crosby, Ishakawa, Senge, Scholtes, Maslow, Covey, Drucker, Maxwell, Goldratt, Wooden, Goleman…Founded on System Thinking for Business Sales, Statement of Principles (Core Values, Shared Vision, Mission), Vital Few Objectives, and Key Measurables. Also developed benchmark Six Sigma course.•Awarded patents and trademarks on Lean Systems and The Science of Improvement.•Created the first U.S. Lean program with the Accreditation Board for Green, Black, and Master Black Belt Certification•Trained more than 9,000 individuals public and/or private and consulted at 70 companies on Lean principles. •Served as a Trainer for Japanese Management Association Company, a company built by Shingo; the world’s leading expert on manufacturing practices and the Toyota Production System. Atsushi Terada President•At a Science and Engineering company, implemented statistical quality tools that reduced variation and process improvements and cut costs $20M. Requested to speak on a Governor panel for improvements.•Recognized as one of three approved trainers for Honda Lean network of key suppliers.•Introduced a maintenance work order system CMMS, reducing open verbal maintenance issues from 161 to 30 in 60 days. Later introduced PM for plant efficiency and coordinated with SMED to optimize all equipment. •Partnered with BGSU and Owens Community College to deliver curriculum and consulting outreach engagement for businesses.•Authored White Papers titled: “Developing a Learning Organization”, “Communicating a Shared Vision”, “Change and Improvement”, “The Human Side”, “Core Values”, “Emotional Intelligence in Business”, “Measurements”, “Standardization”, “System Thinking”, and “Waste”.

Maumee, Ohio

Offered training and implementation to many regional companies in partnership with Owens Community College

Bowling Green, Ohio

Designed a seven-course Lean curriculum for undergraduate and graduate students. Created a seminar series on Lean Systems, Transformation, Leadership, and Continuous Improvement and an outreach program for training and consulting with businesses. Developed Masters and Ph.D. Program while at BGSU.

Bowling Green, Ohio

Developed and led Industrial Engineers, a Personnel Generalist, and Management Trainees. Prepared a $300M capital, expense, and plant expansion budget and coordinated appropriation requests for growth initiatives. * Developed a top-cost reduction program averaging $4M a year in cost reductions.* Led business growth from $36M to $165M in four years at a 33% pretax margin in Tier1 automotive resulting in an average monthly profit of $3.1M.* Served on the Corporate Strategic Planning, Appropriation Request, and the M&A teams.* Established corporate SWOT process, goal setting, safety program, goal update performance, and key measurables.* Launched cost reduction program for the entire organization reducing annual costs by ~4%. Industrial Engineer (1994 – 1996)Personal Generalist (1990 – 1994)