Jeff Clark Email & Phone Number

Sarasota, Fl, Us

Currently leading Verathon's medical device global manufacturing operations.Principal Responsibilities:Strategic planning and execution. Lean transformation and management system development.Global multi-site manufacturing operations.Global repair business.Global supply chain design and internal material distribution systems.Global logistics and distribution of parts and medical device systems into the Americas, Europe, Asia and the Rest of World (ROW). Mergers and Acquisitions (M&A) due diligence.Global regulatory and FDA compliance.Design new production systems and Launch multiple new products every year. Previous Duties:U.S. and Canadian Inside Sales Customer Care

Sarasota, Fl, Us

Principal Responsibilities:Strategic planning and execution. Lean transformation and management system development.Global manufacturing operations.Global service and repair business.Global supply chain design and internal material distribution systems.Global logistics and distribution of parts and medical device systems into the Americas, Europe, Asia and the Rest of World (ROW). Mergers and Acquisitions (M&A) due diligence.Global regulatory and FDA compliance.Design new production systems and Launch new products every year. Previous Duties:U.S. and Canadian Inside Sales Customer Care

Sarasota, Fl, Us

Led Verathon's medical device global manufacturing operations. Responsible for developing Verathon’s global supply chain design, internal material distribution, multi-site / multi-country manufacturing operations and global distribution of parts and medical device systems into the Americas, Europe, Asia and the Middle East. Strategic Global Operations Planning and Execution. Develop global operations teams. Lean Transformation.Globally standardize and conduct Mergers and acquisitions (M&A) operational due diligence studies and provide acquisition recommendations for Roper.Global regulatory and FDA compliance.Design new production systems and Launch multiple new products every year. Principal Responsibilities: Leadership, Strategic Global Operations Planning and Execution, Lean Transformation, Profitability, FDA / Global Compliance, New Product Development and Acquisitions.

Davidson, North Carolina, Us

Led a plant turnaround of a $120 million a year, 6 day a week, 24 hours a day vertically integrated material handling manufacturing facility.- Improved employee satisfaction index from 50 to 70 points.- Achieved a 90 year record breaking monthly output and ultimately increased volume 100% in 8 months.- Reduced past due orders from 11M to 2M in 8 months.- Reduced lead times from 44 weeks to 20 Weeks in 8 months.- Increased quality first past yields 25% in 8 months.

Managed a 500+ employee, multi shift, multi product, high volume manufactruing facility.

Led two teams. The first team desiged a green field manufacturing system for a new product development (NPD). The second team designed a production system to be installed at an international location.

Led 96 people in a 50,000 sq. ft. green field operation that runs five integrated value streams. These industrial lifting equipment manufacturing systems generate a multi million a year revenue stream. Responsible for a Multi-Million dollar operating budget. Responsible for the formulation and implementation of strategic plant plans.

The team I led was responsible for the design, building and launching of new production systems across the globe. The team launched a new start up Scissor Lift production system in Coventry, England. The 75 million dollar revenue potential system was launched on time and significantly under budget. The new system outperforms the North American system in Safety, Unit Cost, Foot Print, Lead Time and Product Quality measures.

Led 150 people in six departments including Fabrication, Assembly, Manufacturing Engineering, Quality, Materials and Maintenance for a $50 million a year, 6 day a week, multiple-shift, industrial lift manufacturing facility. Responsible for a $12 Million dollar operating budget. Responsible for the formulation and implementation of strategic plant plans.

Davidson, North Carolina, Us

Managed five departments including Fabrication, Assembly, Manufacturing Engineering, Quality, and Maintenance for a $50 million a year, 6 day a week, multiple-shift, industrial lift manufacturing facility. Responsible for the formulation and implementation of strategic manufacturing plans.

Bothell, Washington, Us

Led a technical team in a 10-minute takt time 100 unit a day $140 million/year, 7 day/week, multiple-shift, industrial lift manufacturing facility. Applied lean manufacturing principles such as 5-S, Level Production, Just In Time inventory controls and Quality Autonomation to eliminate waste. Initiated and implemented engineering design changes into production. Set-up and layout of manufacturing production lines. Responsible for capital equipment creation selection and purchases when required.

Led a technical team that managed over 1200 job packages on the 747 aircraft assembly line. Maintained production schedules, analyzed and improved process flows.Promoted from an Industrial Engineer to a Lead I.E. based on performance results.Worked hands on for three years with the Japanese Consulting Firm Shingijitsu.Awarded for the implementation of new precedence network build schedules.Develop a new capacity model for the Industrial Engineering Department.Ranked the top Industrial Engineer out of 60 team members.Helped achieve a 25% reduction in lead-time on the 747 final body join working with Shingijitsu using Accelerated Improvement Workshops (AIW's).

Supervised ten people in aircraft line and maintenance operations.

M.A. Organizational Leadership, Business

B.S. Aeronautics, Engineering

Faa Airframe And Powerplant Licences, Federally Certified Aircraft Maintenance