James Howell Email and Phone Number

Managing safety, labor, quality, service, supply chain and materials management, scheduling, HR and successfully integrating all systems for the benefit of employees and company. Leading a team of 6 direct & 30 indirect reports, the business succeeded by increased sales of 24% in 2017-2018.Selected Achievements: • Developed the Departmental A3 and plant wide Strategy Wall Hoshin Business Plan from scratch, creating employee engagement communication and understanding of the plant’s vision & direction.• Created GEMBA(SWAG) walks for various areas with emphasis on safety, quality and cost. This increased sharing created a 3 year recordable incident free from 2016-2019.• Created management boards for hourly and salary employees to track their own progress from KPI’s.• Planned, executed, and delivered various training sessions for 5S+1, Toyota Way, Corrective Action Training, Leadership Responsibilities, & 8 Wastes to increase lean manufacturing understanding with all employees.• Responded to customers concerns to improve line operation as it relates to quality activities, thereby changing processes and techniques to reduce errors by 45% and increase line speed by 35%.• Created the Elmira facility as a “Go To” facility for NPD, enhancing the business with new products.• Aligned plant floor to Lean principles & created an Oracle implementation environment delivering an accepting approach to new systems and processes.

• Reversed negative financial trend for monthly performance to deliver profitability, from a site contribution loss of -25% to +18% in one year.• Developed GEMBA walks and training modules to share with all employees, creating an increased understanding of lean and applying those techniques to cleaning procedures.

Hands-on, go-to manager with steadily advancing career for industry giant Goodyear, initially hired on to interview and assess potential employees, before being promoted to production and maintenance manager. After years of top-notch production and maintenance management, was entrusted with plant manager responsibility to develop and execute a Lean Transformation Plan from scratch, resulting in a 95% on time delivery rate for the plant’s final year.Selected Achievements • Oversaw and facilitated Lean Manufacturing training for all staff members including new employee orientation sessions.• Successfully negotiated two labor disputes in 2006 and 2003 by effectively communicating and working alongside employees, to increase employee morale and minimize downtime.• Spearheaded the installation of the brand new Two-Pulley Builder/CNC on time and on budget.• Avoided a Workwell audit with improved safety, reducing incident rate 50% annually 2007-2011.• Reduced and redeployed over 70% of direct labor and 70% indirect labor, 2008-2011.• Through process improvements, achieved 38% lower PPM reject rates, 2009-2011.• Through cross training, reduced overtime by 62% annually saving up to of $27K per month, 2010.• Increased Inventory Accuracy from 66% to 95% in less than 6 months, through process awareness training, ownership and SAP implementation, 2011. • Managed a 16 report salary team with indirect hourly reports of 150 staff on a 24/7 operation.• Maintained positive relations with all employees through effective interaction and communication.