Frank Flaherty Email & Phone Number

Greensboro, N.C., US

Providing guidance and development for plant supervisors. Reviewing and enhancing work processes to increase efficiencies and reduce supervisor paperwork.

• Service Branch Restructuring: Recruited to be part of a 5-member North American team tasked with restructuring service branches.Responsible for full P&L for 14 branches with annual sales of $55M and 150 personnel.
• Responsible for coordinating post-merger integrations for the America’s segment. In the past three years, this included the merger of Dorma ($200M) and Kaba ($250M), the acquisition of Mesker Openings Group ($100M).
• Startup of Project Management Office. These responsibilities required the establishment of: Processes for consolidating segment wide projects, Evaluation and ranking of projects, Standards for establishing, running.

• P & L responsibility for a 220-person manufacturing facility that produced $65M of access control products. Directed seven department heads in performing this task.
• Joined the company as part of a culture change program that moved the site from silo-based processes to an integrated team that uses Lean and Kaizen improvement tools to focus on the customer and business objectives..
• Effectively operated the most technically challenging manufacturing facility in AS America’s segment. Full responsibility for environmental and safety compliance, which included hazardous waste, stormwater and air.
• Realigned shipping and receiving, inventory management, and five assembly areas through cross functional Kaizen events. Enhanced problem analysis through 8D training. Plant communications and customer satisfaction were.
• Driver in the development of common finishes that is critical for the integration of products; selected to participate in a small group segment project to investigate future potential coatings and finishes.

• Responsible for all aspects of the business to include sales, financials, procurement, engineering and design, installation, and service in North Carolina and Virginia.
• Increased sales from $32k to $750k and profitability to $120k by increasing product exposure, focused customer service, and developing a niche market of individual residential sales.

• Provided stability and leadership for the assembly operations of the facility that was in its start-up phase; developed an hourly compensation process which rewarded skills versus only seniority.
• Directed a seasonal industry that produced $200M of residential and industrial boilers. Directed 8 Team Leaders in the coordination of 7 assembly lines, sheet metal fabrication, powder coat paint, inventory, and.
• Used focused Kaizen events to address areas for improvement: Reduced scrap by 20%. Reduced brake press setup times by 14%. Increased on time shipments to >95%. Implemented Kanban pull systems in sheet metal.
• Enhanced the focus on safety. Achieved one million man-hours without a lost time accident.

Hunt Valley, Maryland, US

• Directed manufacturing operations of a company with 170 personnel that produced $28M of thermoelectric generators, hydrogen gas generators, fuel cells, and fuel cell test equipment. Directed five departments in.
• Changed the culture and processes from that of a specialty R&D shop to larger scale production with efficient processes. TESI grew from sales of $10M and 80 personnel to $28M of sales and 170 personnel. 2005 set the.
• Instilled order and discipline into the company by establishing expectations, accountability, and defined processes. Implemented tracking and reporting of metrics (On time delivery, generator cycle time, inventory.

• Responsible for all functions at a $40M release liner production facility. Directed five department heads in coordinating the operations of a plant consisting of 120 personnel, one tandem polyolefin extruder, one.
• Stabilized a plant in turmoil and lead it to a year (2002) in which the production margin was increased by 12%. The year consisted of increasing personnel by 25%, replacing 75% of the engineering personnel and 40% of.
• Implemented: A thorough qualification program; TPM in using operators to perform maintenance; Web break teams and change over teams. Machine up-time was increased by 10% through the use of these programs and by.
• Stressed Personnel safety. The plant’s OSHA recordable rate was 0.95 (Industry average was 6.0).

• Directed the areas of scheduling, procurement, shipping, and receiving. Coordinated raw material purchases in excess of $24M annually.
• Successfully brought a logistics department from its infancy to a mature department recognized as the best in a division of five plants. Reduced raw material days on hand from 30 to 20, while meeting the customer’s.
• Changed from purchasing paper in area versus pounds saving the company $200K/year.
• Member of project team that developed the corporate vision for world class customer service. This included using E-Business, VMI, advanced planning tools, and market segmentation.

• Directed the implementation of a fully integrated business system at five North American sites.
• Turned around a project that had faltered for three years and overspent the original budget, and completed it on time and under a revised $3 million budget.

Houston, Texas, US

Washington, DC, US

Mba

Bs, Chemical Engeering