John Edgemon Email & Phone Number

Glendale, Wisconsin, US

• In my role, I spearhead strategic initiatives and oversee operational management for our North American division, which includes three key manufacturing sites. We are a premier provider of advanced, low-voltage.
• Enhanced assembly cell output from 45K to 85K units per day within one year by implementing Pareto analysis and A3 methodology, maintaining headcount stability.
• Insourced four machines by optimizing Overall Equipment Effectiveness (OEE), yielding annual savings exceeding $700K through strategic make vs. buy analysis.
• Amplified production output from 140K to 190K units per day by advancing OEE while streamlining operations, resulting in headcount reduction of 16.
• Achieved consistent year-over-year output increases across all sites, lowering cost per unit beyond financial objectives.
• Recognized BCD sites for company AGM advanced battery manufacturing initiatives, attributed to significant improvements in safety, quality, delivery, and cost efficiencies.

• In my capacity, I directed sales and operations for two sites within a leading rigid tubing manufacturing and paint facility, catering to tier 1 automotive and industrial OEM customers. I supervised a talented team of.
• Increased bottom-line profitability by 20% over four years through implementation of lean principles focused on quality, inventory management, and productivity enhancement.
• Elevated productivity by 20 points in the first year and by 43 points over three years by applying Gemba, 9-step processes, A3 strategic planning, and kaizen events.
• Attained 3,000 consecutive days without lost-time accident and sustained three-year decline in OSHA recordable injuries.
• Cut quality PPM by 50% within three years, significantly improving product quality.
• Boosted on-time delivery performance by 30 points in the first year, driving operational efficiency.

US

• As a part of my responsibilities, I oversaw plant operations with a strong focus on safety, quality, delivery, and cost strategies, leading the plant leadership team to consistently meet and exceed organizational goals.
• Slashed lead times by 50% through strategic supply chain enhancements.
• Launched five new production lines within 15 months, delivering projects on time and within budget.
• Elevated Total Recordable Incident Rate (TRIR) by 50%, achieving only two lost-time incidents over two years.
• Drove continuous daily improvements across all production lines by introducing visual management systems.
• Increased on-time delivery performance from 30% to 80% within three months by implementing standard work practices and coaching frontline leadership to address and report variances.

Sparks Glencoe, Maryland, US

Direct facility operations of industrial power tools for automotive, aerospace, and industrial markets. The facility consists of 128,000 square feet of manufacturing and assembly operations and 23,000 square feet of warehousing. Responsible for $70mm full P&L for international pneumatic and electronic tool manufacturing and assembly. Managed 10 staff.

Sparks Glencoe, Maryland, US

Introduced and facilitated standard tooling packages for machines with high variation of setups and reduced setup times by 40% for a savings of $67k/yoy.* Applied strategic tooling standardization techniques that reduced on hand inventory by 50% and also reduced stock outs.* Employed automated vending machines for tooling and fixtures that used technology.

Herzogenaurach, DE

Managed 26 hourly and 2 salary-exempt employees in machining, heat treat, grinding, and assembly processes. Developed and managed budget for Industrial Bearing Business Unit and responsible for key performance indicators. Successfully facilitated team to keep high-volume bearing in the facility by reducing variable cost by 66% and saved $250,000/yoy..

Greensboro, NC, US

Managed 34 union employees in automotive assembly environment. Improved efficiency by 12% by adjusting work flow using MCTM time standards and eliminated 4 jobs in the cab assembly area.

Southfield, MI, US

Managed team of 75 union employees including manufacturing, maintenance, quality control and toolmakers. Established and maintained direct customer relations in quality control and manufacturing. Developed prototype processes and prepared manufacturing for full production launch.