James (Jim) Keaney Email & Phone Number

Monroe, Nc, Us

Vancouver, Wa, Us

Overall responsibility for profitability and performance of 2 commercial vehicle wheel end manufacturing facilities with approximately $400 million in annual revenue and 400 employees. Providing leadership, direction and motivation to all team members, formulating manufacturing operations strategies, and driving business results. Leading the development and implementation of the manufacturing execution system across all North American sites.Key Accomplishments:• Led the expansion of the business and team into a multi-site manufacturing footprint, including the construction of a greenfield site and the implementation of a continuous operational structure during a record Class 8 Market and a 32% volume and product complexity increase.• Implemented a campus-wide daily tiered accountability process utilizing key metric scoreboards and standard work to increase employee engagement, collaboration, and overall team performance.• Reduced the recordable injury rate from 9.3 to 2.0, and the days away and restricted time (DART) rate from 4.7 to 0, achieving sustained best in class level for the entire campus.• Reduced scrap by 30% during a time of rapid product work content expansion through the implementation of Material Review Boards, Fast Response, and Error-Proofing processes and tools.• Improved average plant OEE from 65% to 81% during the hiring and training of over 70% of the workforce. Achieved a sustained level of zero past dues to customers.• Implemented 300 significant projects and $50M of investment over a 4 year period resulting in 10%+ productivity improvements to product conversion cost.• Designated a company-wide Innovation Mentor, with special training to help individuals and teams capitalize on their insights in support of our wildly important goals (WIGs).

Southfield, Mi, Us

Overall responsibility for profitability and performance of a Tier 1, Original Equipment and Aftermarket, automotive friction manufacturing facility with approximately $100 million in annual revenue and 600 employees. Appointed to lead the flagship plant through an urgent and strategic group-wide rationalization, driving the development of profitable, competitive centers of excellence maximizing company returns on assets/investment. Key Accomplishments:• Achieved business transformation from 90% Aftermarket to 50% Original Equipment/Aftermarket, including implementation of worldwide friction best practices and the achievement of Ford Q-1 Preferred Supplier status.• Delivered industry leading innovations in brands and processes, including 100% 2021-compliant Copper Free Formulations early, by collaborating with product/prototype development/testing teams co-located on site campus.• Increased annual productivity by $21.7M during a period of 42% revenue loss, delivering EBIT margin improvement from -5.3% to 3.2%. Awarded the Global Leadership Conference “Return to Profitability” Honor and the Braking Award for Cost Competitiveness in 2015.• Produced $1.6M in annual savings generated by employee suggestions through the creation of a comprehensive program to seek out, listen to, and affirm team member ideas.• Reduced defective Parts Per Million shipped by 91%, scrap and rework 57%, through the implementation of a daily tiered accountability, fast response, and escalation process.

Northville, Michigan, Us

Overall responsibility for profitability and performance of a Tier 1, Original Equipment and Aftermarket, automotive lighting manufacturing facility with approximately $35 million in annual revenue and 200 employees. Appointed to evaluate site business sustainability and restore viability by implementing/maintaining plant wide systems, integrating cross functional work, and systematically increasing individual capability/effectiveness.Key Accomplishments:• Optimized, restructured and transformed the business from commodity incandescent bulb manufacturing into a leading market position for solid state lighting (LED) interior ambiance production at a 24% EBITDA margin.• Increased overall profitability 60% by re-focusing productivity projects toward the maximization of return on investment and volunteering as the pilot facility for the new Federal Mogul Operating System.• Reduced inventory 64% through collaboration with customers and suppliers to optimize the supply chain. These connections mitigated the devastating shortages in worldwide raw materials caused by the Tsunami of 2011.• Expanded and championed the cross-functional launch team that invented and conquested new and developing interior lighting business opportunities at Honda, Toyota, Acura, Dodge, Jeep, and GM.• Awarded the 2011 Manufacturing Award during the Federal Mogul Global Leadership Conference for delivering strong performance, including inventory, productivity, energy, and a scrap reduction of 39%.

Northville, Michigan, Us

Overall responsibility for profitability and performance of a Tier 1, primarily Original Equipment, engine bearings manufacturing facility with approximately $60 million in annual revenue and 350 employees. Developed and hand-picked to take the helm of this center of excellence facility at a critical moment and lead the team into a period of accelerated growth and innovation. In years following, the plant successfully and profitably doubled sales. Key Accomplishments:• Delivered the receiving portion of a complex internal business transfer project. Successfully relocated, installed and safe-launched 9 new product lines under an increasingly urgent timetable with limited resources.• Reduced the injury rate by 54% through the strengthening of the Health and Safety Organization, including participation in the Virginia OSHA Voluntary Protection Program.• Reduced defective Parts Per Million shipped by 73% through the launch of a plant kaizen program, including employee teams rebuilding real engines to connect bearing function with inspection criteria.• Achieved record plant productivity improvement of $4.3M annually through the implementation of a natural workgroup-based project development team structure.• Decreased set-up times 28% over 2 machining areas and reduced tooling inventory $1,200,000 by building a cross-functional team and best practice tool control/maintenance system.1997 - 2005: Increasing Roles of Responsibility Supervisor, Tooling Coordinator, Manufacturing Engineer, Value Stream Manager, Plant Superintendent

Northville, Michigan, Us

Supervisor, Tooling Coordinator, Manufacturing Engineer, Value Stream Manager, Plant Superintendent

Washington, Dc, Us

Surface Warfare Officer School Instructor / Curriculum Developer 1995 - 1997Main Propulsion Assistant and Gunnery Officer aboard USS Gettysburg (CG-64) 1992 - 1995Key Accomplishments:• Achieved distinction of “Master Training Specialist” with 1,000 instruction hours over all staff levels including Commanding Officers; created first fleet-wide comprehensive training for new AOE-6 ship class.• Awarded the “Top Engineering Officer of the Watch” by the Fleet Propulsion Examining Board for outstanding problem solving, courageous decision-making, and poise under pressure.• Earned the Surface Warfare Officer Qualification in 5 months, well ahead of the 18-month fleet average; Rated top junior officer of 19 by the Commanding Officer

Rise (Results, Insights, Strategies, Empowerment) Executive Education Program

Bachelor Of Engineering - Be, Mechanical Engineering

Mechanical Engineering