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@carlisletire.com
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3 phones found area 803, 570, and 865
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John Sikes is listed as Chief Operating Officer at Kids2, based in Atlanta, Georgia, United States. AeroLeads shows a work email signal at carlisletire.com, phone signal with area code 803, 570, 865, and a matched LinkedIn profile for John Sikes.
John Sikes previously worked as Vice President - Operations, Americas at Aaf International (American Air Filter) and VP/General Manager at Parker Hannifin. John Sikes holds Executive Leadership Training from Indiana University - Kelley School Of Business.
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AeroLeads found 1 current-domain work email signal for John Sikes. Compare company email patterns before reaching out.
Accomplished manufacturing executive, driven by analytics and performance, boasting extensive expertise in plant/operations management, manufacturing, quality assurance, project management, supply chain management, and product development. Proficient in fostering a positive work culture centered on safety, quality, exceptional service, and cost-efficiency.Seasoned in top-tier management, adept at guiding and empowering cross-functional teams, employing innovative leadership techniques to drive notable advancements in product innovation and business expansion. Proficient in handling substantial workloads and overseeing multiple projects simultaneously. Committed to steering multifaceted teams towards elevated performance and profitability. Deep understanding of value stream mapping, total productive maintenance (TPM), Kanban pull systems, as well as expertise in metal stamping, welding, rubber and plastic extrusion processing, electronics assembly, and automation. Exceptional proficiency in written and verbal communication, pivotal in fostering positive relationships and sustaining strategic business alliances. Extensive track record in mergers and acquisitions (M&A) and organizational design.
Listed skills include Lean Manufacturing, Continuous Improvement, Manufacturing, Value Stream Mapping, and 46 others.
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Atlanta, Ga, Us
Oversee full P&L responsibility for a $500 million global company specializing in infant to toddler products, directing all aspects of Global Operations including Manufacturing, S&OP/Planning, Logistics, Warehousing, Quality, Product Compliance, Customer Service, Manufacturing Engineering, Procurement/Sourcing, IT, Continuous Improvement, PMO, and Sales Analytics.
Louisville, Ky, Us
As the P&L owner, I held responsibility for all operations across the Americas region. This entailed oversight of manufacturing, safety, quality assurance, procurement, supply chain management, continuous improvement initiatives, and engineering. The total revenue generated by the Americas division exceeds $400 million.
Cleveland, Oh, Us
Responsible for total P & L with a total revenue of $180 million dollars.
Cleveland, Oh, Us
In charge of the entire supply chain, encompassing manufacturing, distribution, planning, procurement, transportation/logistics, safety, and continuous improvement functions. Held full P&L responsibilities while overseeing operations across 5 manufacturing plants throughout the United States.
Reporting directly to the CEO, I spearheaded the direction, strategy, planning, and execution of the company's manufacturing operations. I held oversight of the Wheel, Tire, and Industrial Belt divisions, collectively generating an annual revenue of $825 million and employing over 4000 individuals. My responsibilities included developing and managing budgets with a keen focus on product costs and margins. I ensured that our manufacturing capabilities consistently met or exceeded industry and customer standards for Safety, Quality, Delivery, and Cost, aligning with the company's growth trajectory.An active participant in the implementation and management of Carlisle's Lean System, I worked hands-on to drive efficiency and effectiveness across operations. Collaborating closely with the sales team, I contributed to the development of strategies aimed at expanding existing product lines and market reach. Furthermore, I managed a significant operating budget of $500 million and oversaw capital investments totaling $30 million, prioritizing initiatives that enhanced operational efficiency and supported strategic growth objectives.
Oversaw all facets of Safety, Quality, Delivery, and Cost management, leveraging Lean Manufacturing principles to instigate ongoing improvements across the plant. Initiated daily gemba walks at each value stream, fostering a culture of hands-on engagement and problem-solving. Played a pivotal role in revitalizing the Jackson tire plant, achieving significant milestones including a remarkable 35% year-over-year reduction in labor costs amid steady production levels. Drastically curtailed plant spending by 50%, while simultaneously achieving a remarkable 75% year-over-year reduction in internal scrap and waste. Introduced Managing for Daily Improvement (MDI) practices to enhance operational efficiency and responsiveness. Notably, achieved a notable 40% reduction in Safety Incidents (RIR) within a single year, reflecting a steadfast commitment to workplace safety and operational excellence.
Led the successful grassroots introduction of Lean Manufacturing principles across all manufacturing and distribution sites, orchestrating the recruitment and training of Kaizen Champions at each location. Implemented Key Performance Indicators (KPIs) and Policy Deployment frameworks to drive accountability and alignment with organizational goals. Leveraged Value Stream Mapping as a strategic tool to pinpoint Kaizen opportunities and streamline operations.The Division achieved remarkable cost savings exceeding $10 million in the initial year of implementation. Introduced Product Rationalization and Segmentation strategies resulting in a notable 20% reduction in SKU count, optimizing inventory management and operational efficiency. Provided guidance and support to each plant in the development of pipeline projects and Kaizen events.Conducted quarterly reviews utilizing key metrics to assess progress in training, sustainability, and cultural transformation. Plants experienced significant reductions in manufacturing lead time ranging from 25% to 50% during the inaugural year of implementation, highlighting the tangible impact of Lean methodologies on operational performance and competitiveness.
Southfield , Michigan, Us
Directed stamping and welding operations catering to automotive seat production for leading brands such as GM, Ford, and Subaru. Held full P&L responsibility within a vast 600,000 square feet facility, overseeing a workforce of over 500 employees. Spearheaded the integration of automated robotic welding systems, delivering a remarkable 35% boost in productivity and enhancing plant velocity. Successfully introduced Lean systems to bolster Just-In-Time (JIT) production methodologies, optimizing efficiency and responsiveness to customer demand.Cultivated pivotal relationships with local union leaders, fostering a culture of transparency and collaboration conducive to continuous improvement initiatives. Played an active role in a committee engaged in fruitful contract negotiations, further solidifying operational stability and alignment with organizational objectives.
Held comprehensive oversight of Production, Maintenance, R&D, Sales, Procurement, Distribution, Human Resources, Finance, and Product Engineering, with total P&L responsibility. Played a pivotal role in the successful startup of operations, encompassing product development, patent acquisition, and strategic joint ventures with industry leaders like Motorola, DuPont, and Delphi Automotive.Managed relationships with two offshore printed circuit board suppliers while driving significant revenue growth, elevating the business from $6 million to $35 million in annual revenue within a span of three years.
Oversaw Product Development, Process Engineering, and Plant Maintenance functions, spearheading successful initiatives such as the implementation of QS-9000 quality standards. Introduced an efficient Preventive Maintenance (PM) system for plant upkeep, ensuring optimal operational performance and longevity of equipment. Pioneered the establishment of a robust Research and Development (R&D) department from inception, fostering innovation and driving technological advancement. Additionally, led the successful adoption of Lean Manufacturing principles, utilizing Toyota Production Systems methodologies to streamline operations and enhance overall efficiency.
RIn charge of the comprehensive equipment design for facilitating electronics manufacturing operations. Introduced state-of-the-art test equipment tailored for Engine Control Modules (ECM) lines, bolstering support for esteemed brands like Lexus and Toyota. Employed TPS (Toyota Production Systems) methodologies across all new capital projects and existing processes, ensuring streamlined and efficient operations. Implemented Andon systems and other visual management tools leveraging equipment controls, enhancing real-time monitoring and facilitating proactive problem-solving within the manufacturing environment.
Quick answers generated from the profile data available on this page.
John Sikes works for Kids2.
John Sikes is listed as Chief Operating Officer at Kids2.
AeroLeads has found 1 work email signal at @carlisletire.com for John Sikes at Kids2.
AeroLeads has found 3 phone signal(s) with area code 803, 570, 865 for John Sikes at Kids2.
John Sikes is based in Atlanta, Georgia, United States while working with Kids2.
John Sikes has worked for Kids2, Aaf International (American Air Filter), Parker Hannifin, The Carlstar Group (Formely Carlise Transportation Products), and Carlisle Transportation Products.
You can use AeroLeads to view verified contact signals for John Sikes at Kids2, including work email, phone, and LinkedIn data when available.
John Sikes holds Executive Leadership Training from Indiana University - Kelley School Of Business.
John Sikes is listed with skills including Lean Manufacturing, Continuous Improvement, Manufacturing, Value Stream Mapping, Kaizen, Six Sigma, Process Improvement, and Team Building.
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