Frank Croskey Email & Phone Number

Lancaster, PA, US

• Leading a plastics manufacturing plant producing PET injection molded preforms and high-speed blow molded bottles within the Food and Nutrition vertical of Graham. Working with a strong team to further strengthen and.
• Increased use of leading indicators to improve Safety performance, Safety Card Program, & Near Miss, FSI, reporting.
• Focused as a team, improved plants GOS “Graham Operating System” assessment rating from Silver to Gold.
• Recognized for achieving the highest GOS assessment score within the 60 Graham plants, both 2022 & 2023.
• Utilization of Continuous Improvement activities to reduce waste and cost, with savings exceeding $1.1M in 2023.
• Strong financial control and Cost Ops performance during inflationary period, EBITDA results surpassing budget by $5M.

Chesterfield, MO, US

• Leading a large plastics manufacturing plant producing blow molded bottles and canisters for the Healthcare, Food, Personal Care, and Household/Industrial markets. Adapted quickly to a new industry while leveraging my.
• Led a large $10M project for new business in which internally relocated 25% of the plants equipment & lines to create the space required for three new high-volume lines with automated palletization that reduced our.
• OEE improvement of 5.4% (2019-20, 2.0% & 2018-19, 3.4%) through equipment change over reductions and PM activities.
• Realized saving in 2018-20 of $1,115,000 through improvements in Direct Labor, Uptime and FTQY.
• Elevated and exceeded operational performance year-end, OEE 90.6%, reduced GOGS by 2.4%, increased EBITDA by 9.7%.
• Achieved largest reduction in Customer claims for 2019 with savings of $351,500.

Maumee, Ohio, US

• Led a turnaround for a Tier 1 commercial truck manufacturing plant producing driveshafts, steering shafts, and steer axle gears with 600 employees and sales of $205M. Directed the plant through successful business and.
• Implemented lean methods into plant daily operations using improvement teams, saving $1,290,000 in 2018.
• Exceeded safety goal with 98.2% audit completion rate and 96.5% findings closure rate.
• Reduced past due orders by 76%.

Burgos, Spain, ES

• Oversaw start-up and operations for a new Tier 1 interiors automotive manufacturing plant producing headliners, trunk trim and load floors with a team of 320 employees and projected sales of $105M. Executed.
• Led Honda Odyssey launch, including managing production of overhead system with zero quality issues and 100% on-time delivery.
• Developed and facilitated employee training on all equipment to ensure all safety standards met while fulfilling customer orders.

Belmont, NC, US

• Led a turnaround for a Tier 1 injection molding plant producing automotive interior trim, quarter panels, a-pillars and appliance products for washers, dryers, and dishwasher for Whirlpool. To drive improvement I.
• Achieved significant reduction in cost of poor quality through focused actions and customer relations.
• Reduced quality PPM 32% through poke-yokes and greater process control.
• Saved $572,000 in direct labor through efficiency improvements and labor management.
• Annualized savings of $676,000 in scrap reduction by assigning champions to top scrap items.
• Improved shop floor performance, utilizing focus factory concept with defined zone structure.

Cork, Ireland, IE

• Oversaw recovery/business turnaround of an automotive Tier 1 interiors plant with 520 employees and sales of $110M. Products produced included door panels, center counsels, IP substrates, and glove boxes. Implemented.
• Improved production equipment up time by 21% through focused and monitored PM program.
• Achieved 100% on-time tooling PMs by driving interaction between scheduling and maintenance.
• Championed scheduling and maintenance programs, improving build-to-schedule performance by 23%.
• Awarded $22,000,000 in new business with BMW.
• Managed difficult OEM directed suppliers to improve quality and on-time delivery.

Cork, Ireland, IE

• While leading an automotive Tier 1 molding and assembly plant I rebuilt the engineering/technical team during first three months of tenure. The plant produced interior hard trim components, lift gates, seating, and.
• Reached continuous improvements savings of $2,200,000 in 2012 and $2,000,000 in 2013. Exceeded profit plan in 2012 and 2013.
• Improved return on sales (2012 to 2013) by 1.0% and conversion cost (2012 to 2013) by 2.5%.
• Achieved $55,000 monthly savings in material through improved regrind usage.
• Drove scrap reduction from 1.64% to 0.89% with annualized savings of $802,500.
• Improved plant MEG score from 1.60 to 2.68 on 3.0 scale, highest in organization.

Pell City, Alabama, US

• Led a turnaround of an automotive Tier 1 aluminum trim plant that produced window trim and roof rails with 735 employees and sales of $110M. I implemented several initiatives, including full rewrite of SAP system.
• Improved operating performance during first few months of tenure by $1,100,000.
• Established new suppliers to relieve areas of overcapacity and non-core business.
• Redefined organizational structure to meet challenges of business turnaround.
• Established bonus system for hourly personnel measured against five key metrics.
• Recruited resources for understaffed areas and underperforming personnel.

Paris, IL, US

• Drove recovery/business turnaround, and growth, of an automotive Tier 1 exterior lighting plant with 400 employees and sales of $85M. I established bi-monthly full plant business meetings sharing financials, quality.
• Improved net operating income from negative -16.4% in 2008 to a positive 5.0% in 2010. Enabled plant to achieve first profitable month 14 months into tenure.
• Reduced material cost from 54.2% to 51.3% through recycling and alternate suppliers.
• Realized labor reduction from 25.7% to 17.3% by improving efficiency and quality.
• Drove plant scrap down from 7.6% to 3.2% by utilizing team-focused activities.
• Defeated unionization effort by UAW in November 2009.

Developed annual budget along with strategic business plans to align plant requirement with economic conditions to maintain company profitability. Drove and supported monthly impacts (Kaizen) activities for manufacturing. Decreased scrap in chrome plating from 14% year-end 2007 to 8% in July 2008.Reduced scrap in injection molding from 2.8% year-end 2007.

Brought new customers and products into plant. Turned around high visibility new grille program by bringing all groups together and driving open issues to closure, launching program on time with zero customer concerns.

Managed and budgeted combined total of $46,000,000 of location’s $90,000,000 budget. Drove company-wide initiative, saving $2,100,000 through improved raw glass optimization. Drove bottom-line savings by reducing delivery percent of sales from 3.72% to 2.54% through improved route planning, focusing team on truck load density, driver route time.

Van Buren Township, MI, US

Ensured design and configuring of PLM-SCM solution met global needs of company’s organizations and processes.

Van Buren Township, MI, US

Saved $1,100,000 in 2004, $570,000 in 2003 and $1,350,000 in 2002 in direct labor and scrap reductions.

Van Buren Township, MI, US

Developed the design and specifications of new automated equipment line.

Dearborn, Michigan, US

Piloted company initiative using wireless call system for lineside material delivery, reducing inventory levels and improving accuracy.

Dearborn, Michigan, US

Lead plant initiatives on continuous improvement (Kaizen) activities, improving efficiencies and quality through standardized work.

Dearborn, Michigan, US

Reduced equipment downtime improving OEE by 12%. Improved quality and reduced scrap by implementing in-process error proofing, poke-yokes. Redesigned line layout improving product flow and reducing direct labor by 6 people.

Dearborn, Michigan, US

Lead labor utilization/balancing activities, adjusting for volume changes, accross 32 assembly lines. Recieved Ford Motor Co. prestigious Customer Driven Quality Award for improvemets to the F150.

Dearborn, Michigan, US

Suppported 450 usuer in Windows NT based network. Implemented automated data collection system for the assembly department.