Ed Pirino Email & Phone Number

Indianapolis, Indiana Area

Serves as Business Site Leader responsible for overseeing $100M and 200 employee manufacturing and distribution door hardware business. Focuses on driving improvements across Safety, Quality, Delivery, Inventory, and Productivity. Implemented behavior-based SAFE audits engaging employees in identifying and eliminating unsafe conditions in work environment. Reduced customer issues/order from 8.3% to 6.3% from Q3 2017 to Q3 2018. Reduced past due orders from over 300 to less than 200 in 3… Show more Serves as Business Site Leader responsible for overseeing $100M and 200 employee manufacturing and distribution door hardware business. Focuses on driving improvements across Safety, Quality, Delivery, Inventory, and Productivity. Implemented behavior-based SAFE audits engaging employees in identifying and eliminating unsafe conditions in work environment. Reduced customer issues/order from 8.3% to 6.3% from Q3 2017 to Q3 2018. Reduced past due orders from over 300 to less than 200 in 3 months.- Drives improvements in single value stream increasing revenue YOY 33% and operating margin from 0% to 28%- Implemented improvement activities focused on scrap reduction, productivity, and warehousing cost improvements- Recognized for successfully reducing labor and overtime as a percent of gross revenue from 19.8% down to 16.3%- Working on project to improve On Time Delivery of product to customers, achieving 95% On Time Performance Show less

Indianapolis, Indiana Area

Responsible for promoting a Lean culture within the Indianapolis Value Streams which helps achieve targets for: Safety; Quality; Delivery; Productivity and Employee Engagement. This includes training, coaching and mentoring on lean tools and techniques such as Managing for Daily Improvement (MDI); A3 Basic Problem Solving; Visual Management; etc.Assist the Value Stream Owners in identifying Customer needs that will drive growth; establishing a transformation plan to eliminate any… Show more Responsible for promoting a Lean culture within the Indianapolis Value Streams which helps achieve targets for: Safety; Quality; Delivery; Productivity and Employee Engagement. This includes training, coaching and mentoring on lean tools and techniques such as Managing for Daily Improvement (MDI); A3 Basic Problem Solving; Visual Management; etc.Assist the Value Stream Owners in identifying Customer needs that will drive growth; establishing a transformation plan to eliminate any gaps; and managing and communicating this transformation plan so the desired future state vision will be achieved.Significant accomplishments:o Built a high performance team of Change Agents and Lean Technicians who have a passion for excellence; are accountable and believe the best way to lead is by serving others.o Helped lead a significant transformation in one $50 million value stream resulting in a 50% reduction in overall lead time (from 20 days to 10); Improvement in Delivery from 60% to 96%; and Growth of 19%.o Helped turn around an extremely poor vendor situation that resulted in: a 95% reduction in lead time (from 20 days to 1); a 95% reduction in late shipments (from a peak of 100 to less than 5); elimination of onsite supplier owned inventory; and ultimately ended up in the signing of a new trade agreement.o Facilitated partnership with key internal Customer that resulted in: a 90% reduction in daily orders with same volume of parts shipped; standard order quantities on high volume parts allowing for more efficient order processing and elimination of errors; late stage configuration of parts at Customer location allowing for shorter lead times and more efficient production run quantities; and the elimination of costly importing then exporting of parts from a local supplier. Show less

Batesville, Indiana

Promoted from CI Manager to a newly-created position responsible for 6 exempt, 14 non-exempt and 110 hourly Associates in this high-volume, high-mix, consumer-oriented union business. Responsible for setting goals and objectives for all direct reports delivering significant year-over-year improvements in Safety; Quality, Cost and Delivery.Specific areas of responsibility include: Injection Molding, Die-casting, Vacuum Metalized Plating; Stamping; Screw Machines; Roll-forming, Assembly… Show more Promoted from CI Manager to a newly-created position responsible for 6 exempt, 14 non-exempt and 110 hourly Associates in this high-volume, high-mix, consumer-oriented union business. Responsible for setting goals and objectives for all direct reports delivering significant year-over-year improvements in Safety; Quality, Cost and Delivery.Specific areas of responsibility include: Injection Molding, Die-casting, Vacuum Metalized Plating; Stamping; Screw Machines; Roll-forming, Assembly, Maintenance and Toolroom Operations for all offline processes.Responsible for achieving $9.5MM variable conversion cost budget by identifying specific initiatives to achieve constant cost year-over-year.Responsible for identifying and implementing capital projects on time and under budget. Current year capital budget exceeds $1.0MM.Significant accomplishments:Plating Department: Consolidated department onto 1 shift from 2. Reduced hourly Associate headcount from 40 to 34; eliminated 1 shift Supervisor and 1 full-time Maintenance Associate. During this same time, reduced end of line rejects from an average of 3/day to 1/day. On Time Delivery of >12.0 million parts exceeded 99%.Injection Molding Department: Absorbed molding production from sister plant in Manchester, TN, into existing department with no headcount additions and allowing the reduction of 1 hourly Associate and the shutdown of 2 large molding machines and all associated M/R costs in sister plant.Stamping Department: Rebalanced stamping plant reducing headcount from 45 to 40 hourly Associates and improving productivity by 6.7%.Custom Department: Reduced Customer complaints by 50% by improving communication and driving engagement of hourly Associates in utilizing PDCA methodology to eliminate defects. Custom team also achieved YOY cost improvement of 11% (from $28/unit to $25). Show less

Batesville, Indiana

Responsible for promoting a culture within the Batesville Plant Operation which drives continuous improvement and helps meet, or exceed, Safety; Quality; Delivery and Productivity targets. Plant recognized as 2010 G.C. Hillenbrand “Plant of the Year”. Specifically, led/assisted on several Kaizen events which led to: lead time on product returns reduced from 6 weeks to 6 days; 10 plant RTO (people) reductions through labor balancing and standard work implementation; inventory reduction of 30%… Show more Responsible for promoting a culture within the Batesville Plant Operation which drives continuous improvement and helps meet, or exceed, Safety; Quality; Delivery and Productivity targets. Plant recognized as 2010 G.C. Hillenbrand “Plant of the Year”. Specifically, led/assisted on several Kaizen events which led to: lead time on product returns reduced from 6 weeks to 6 days; 10 plant RTO (people) reductions through labor balancing and standard work implementation; inventory reduction of 30% on stamped parts through introduction of pull signals. Established monthly Lean training and enhanced Associate CI program which resulted in over 1,500 ideas successfully implemented and 85% Associate participation during 2010. Recognized on several occasions for outstanding performance.Responsible for training and coaching entire Batesville Operations team on Lean culture, tools and techniques. Responsible for mentoring plant staff personnel on successfully leading Lean transformation which yield quantifiable bottom line results. Responsible for building a high performance CI team where open communication is promoted, clear and consistent expectations are understood and regular feedback is provided on performance. Show less

Provided strategic direction, training, facilitation, mentoring and coaching to employees of client companies at all levels of the organization.Trained, coached and mentored 15-20 Performance Excellence Leaders on the tools and techniques of Lean and Six Sigma in one $6.0 billion company. This deployment achieved $40 million in first full year savings and received the 2008 Best Organizational Achievement in Lean Enterprise Improvement from the WCBF. Created and implemented… Show more Provided strategic direction, training, facilitation, mentoring and coaching to employees of client companies at all levels of the organization.Trained, coached and mentored 15-20 Performance Excellence Leaders on the tools and techniques of Lean and Six Sigma in one $6.0 billion company. This deployment achieved $40 million in first full year savings and received the 2008 Best Organizational Achievement in Lean Enterprise Improvement from the WCBF. Created and implemented project replication plan which took first run projects and replicated them to more then 100 locations around the US and Canada. This replication process also facilitated standard operating procedures throughout the company.Performed Business Process Mapping (BPM) and utilized Hoshin Kanri planning at one division of a $48 billion pharmaceutical company to organize the workforce around annual objectives and align the business towards achieving its 3-5 year breakthrough objectives. Show less

Responsible for introducing Lean manufacturing strategies into the culture of this $100MM business by teaching, implementing and building awareness of Lean principles and tools. Multi-plant responsibility, including: Indianapolis, IN; Concord, NH; Wiggensbach, Germany; Brazil; and Japan.Analyzed workflow and made recommendations that resulted in a $5.0 million plant expansion. Similar work at another location resulted in approval of $2.5MM in capital spending. And work in a third… Show more Responsible for introducing Lean manufacturing strategies into the culture of this $100MM business by teaching, implementing and building awareness of Lean principles and tools. Multi-plant responsibility, including: Indianapolis, IN; Concord, NH; Wiggensbach, Germany; Brazil; and Japan.Analyzed workflow and made recommendations that resulted in a $5.0 million plant expansion. Similar work at another location resulted in approval of $2.5MM in capital spending. And work in a third business resulted in $1.0 million of additional volume being brought in house without any new capital spending. Show less

The Hands-On Group is an Orlando, Florida based consulting firm specializing in the rapid transformation of companies from traditional levels of performance to World Class standards using Lean Manufacturing tools.Responsible for delivering operational improvements in client companies using Lean Manufacturing tools and techniques. Specifically: performed business assessments; made operational recommendations to business executives; educated the client’s workforce on Lean tools and… Show more The Hands-On Group is an Orlando, Florida based consulting firm specializing in the rapid transformation of companies from traditional levels of performance to World Class standards using Lean Manufacturing tools.Responsible for delivering operational improvements in client companies using Lean Manufacturing tools and techniques. Specifically: performed business assessments; made operational recommendations to business executives; educated the client’s workforce on Lean tools and techniques; helped set corporate goals/objectives and drove them down to the shop floor; and coached and counseled teams throughout the company to achieve these goals/objectives. Show less

Murfreesboro, Tennessee

As Operations Manager, directed 185 hourly and 8 salaried employees and achieved 100% On Time Delivery to our Promised delivery date and 86% On Time Delivery to our Customer’s Requested delivery date for all of 1993 and 1994, while improving plant productivity nearly 15%.Successfully combined the Manufacturing Engineering and Quality Control groups into a single, cohesive team focused on productivity and quality improvements throughout the entire business.Prepared capital… Show more As Operations Manager, directed 185 hourly and 8 salaried employees and achieved 100% On Time Delivery to our Promised delivery date and 86% On Time Delivery to our Customer’s Requested delivery date for all of 1993 and 1994, while improving plant productivity nearly 15%.Successfully combined the Manufacturing Engineering and Quality Control groups into a single, cohesive team focused on productivity and quality improvements throughout the entire business.Prepared capital budgets, targets and action plans for departments. Show less

Successfully, managed all materials activities for $80 million automotive joint venture between General Electric and Bosch. With manufacturing sites in Germany, Mexico and the US, responsible for: Customer Service; Master Scheduling; MRP system implementation; Transportation (Domestic and International); inventory control; and material planning.

Successfully re-engineered and managed installation of dishwasher motor assembly line with project implemented on schedule and under budget. Implementation cost $335K (not including capital spending), with first year savings of $835K. Results achieved included: a 92% reduction in cycle time - from 33 hours to 2.5 hours; a 90% reduction in WIP inventory - from 13,600 units to 1,300 units; and a nearly 50% improvement in productivity.Facilitated the introduction of Lean Manufacturing… Show more Successfully re-engineered and managed installation of dishwasher motor assembly line with project implemented on schedule and under budget. Implementation cost $335K (not including capital spending), with first year savings of $835K. Results achieved included: a 92% reduction in cycle time - from 33 hours to 2.5 hours; a 90% reduction in WIP inventory - from 13,600 units to 1,300 units; and a nearly 50% improvement in productivity.Facilitated the introduction of Lean Manufacturing concepts into the plant. Over six years, the plant reduced RIP inventory from $5.5MM to $0.5MM, and cycle time from 26 days to 4 days. One sub-assembly area of plant achieved a 90% improvement in productivity (from 28 units/operator hour to 53) and a 90%+ improvement in quality (from >4,000 PPM to <400 PPM), in only ten weeks, after a series of successful kaizen events. Show less

Mba, Business Administration

Bs, Mechanical Engineering