Eric Kowanski Email & Phone Number

Duluth, Georgia, Us

Reporting to the President. • Optimize day-to-day activities and streamline workflows to enhance profitability.• Work with the finance team to determine and report appropriate financial metrics and goals.• Analyze and improve operational processes.• Identifying areas for enhancement• Implementing strategies to increase productivity and efficiency.• Hiring and training employees and managing quality assurance programs.• Provide support and guidance to assembly personnel.• Ensuring the highest level of customer satisfaction

Reported to corporate DFR VP with responsibility for multi plant operational and financial objectives. Oversaw supply chain, lean transformation TPS, product development, HSE, quality, WCM, warehouse, SIOP, delivery, sourcing, equipment reliability, training and development, customer service, and CAPEX.• Increased EBIT by 20%, reduced conversion by 9%, and increased GM% by 15%.• Reduced TRIR from 7.75 to 0.4 YOY; reduced DPU 60%. • Increased SMF OEE by 15% and revenue/sq. ft by 13%.• Increased OTD by 30% while reducing backlog by 18% and Short Ship by 25%.• Led a $3M OH cost restructuring; reduced inventory by 25%.

Reported to corporate President. Managed multi plant operations, product launch, and continuous improvement. Oversaw lean TPS, world class manufacturing, supply chain, quality, safety, equipment reliability, sales, request for proposal (RFP), R&D, ISO audit, defect elimination, training and development, Six Sigma, customer service, material management, CAPEX, capital equipment, productivity, equipment maintenance, engineering, P&L and overall financial objectives. • Increased customer retention rate by 14%, improved EBITDA by 21%.• Led Kaizen and DMAIC projects which generated $3.3M in savings 2014-2015.• Grew sales from $24M to $57M from 2013-2016.• Increased OEE by 15%, reduced labor cost by 18%, and reduced DPU by 35%.• Reduced safety incident reports by 32%, improved order fulfilment 16%.

Reported to corporate SVP President of Construction Equipment. Multi plant operational responsibility in Calhoun, Ga, Italy, Japan and Brazil. Led global WCM, supply chain, business development, new product, equipment reliability, safety, TPM, CNC capital equipment, HR, quality assurance, launch/material management, product validation, world class manufacturing, engineering, technical service, training, R&D, warranty, P&L, project management, customer service, Gemba, TPS, visual factory and design for Six Sigma.• Increased global financial performance by 39%, Kaizen and DMAIC projects generated $11M in savings.• Reduced warranty Average Cost Per Unit by 30%, R/100 by 35 %, 60% TTF.• Improved closure on STC (Safety tags closed) by 40%.• Reduced DPU by 65% and increased on time delivery by 28%.• Increased MTBF by 19%, increased supplier quality from 28,000 ppm to 7,000 ppm.

Novi, Michigan, Us

Reported to corporate President. Multi plant operational responsibility in China and Argentina. Responsible for quality, safety, equipment reliability, capital equipment, scheduling, production control, supply chain, customer service, HR, training and development. Six Sigma project coordination, budget and P&L plant responsibility. Responsibilities and accomplishments include:• Lean Six Sigma project management using Kaizen, DMAIC, IDOV, DMADV, APQP, VSM, MSA, FMEA, Gemba, Visual Factory.- Kaizen projects generated $3 M in savings in 2007- Defects reduced from 15,000 ppm down to 5,000 ppm- Assembly capacity and output increased by 20%- Safety Incident Report reduction by 52%- Suppliers quality improved by 40%

Master Of Business Administration (Mba), International Business

Master Six Sigma – Lean Six Sigma, Black Belt, Six Sigma

Bachelors Of Mechanical Engineering, Mechanical Engineering

Bachelors Of Electrical Engineering, Electrical And Electronics Engineering

Tool And Die Maker, Tool And Die Technology/Technician