John Pfeifer Email & Phone Number

Oshkosh, Wisconsin, Us

At Oshkosh, we make a difference in people’s lives by creating equipment that serves the everyday hero through innovation that is people focused and developed by sharing advances across our portfolio of companies. For us, it’s about moving the world forward by building, serving and protecting communities.

Oshkosh, Wisconsin, Us

Oshkosh, Wisconsin, Us

Fond Du Lac, Wi, Us

Mercury Marine is the world’s leading manufacturer of marine propulsion systems. A $3 billion division of Brunswick Corporation (NYSE: BC), Mercury designs, manufactures and distributes marine propulsion systems and components for recreational, commercial and government marine applications, empowering boaters with products that are easy to use, extremely reliable and backed by the most dedicated customer support in the world. Mercury’s industry-leading brand portfolio includes Mercury outboard engines; MerCruiser sterndrive and inboard engines; Mercury global parts and accessories including propellers, and SmartCraft electronics; Power Products Integrated Solutions; MotorGuide trolling motors; Attwood, Garelick and Whale marine parts; Land ’N’ Sea, BLA, Payne’s Marine, Kellogg Marine & Lankhorst Taselaar marine parts distribution; and Mercury and Quicksilver parts and oils. More information is available at mercurymarine.com.

Mettawa, Il, Us

Mettawa, Il, Us

Success: Transformed European & Asia Pacific marine business units due to the 2008 global financial crisis, including asset sales, business unit divestments, brand rationalization, manufacturing footprint consolidation, and focused product development investment. Positioned these businesses to outperform post the recession.Highlights:Improved EMEA operating margins by 50 basis points from 2007 (market peak) through 2011 (10.3% to 10.8%), even with revenue down 35% during the period. Improved Asia Pacific Group operating margins 640 basis points from 2007 to 2011, amongst flat market conditions. Grew European engine market share from 18% in 2008 to 24% in 2011 by improving distribution operating structure, retail marketing focus, B-to-B customer service systems, and technical service after sales support.Reinvigorated European boat product development. Introduced 6 new products in 2010 with 2 winning the prestigious European Power Boat of the Year award, and retail sales exceeding business case estimates.Improved EMEA core operating performance, with on-time delivery improving from 62% to 93% and reduced actual warranty cost as a percent of sales from 4.4% to 2.2%.

Mettawa, Il, Us

Success: Improved Asia Pacific Group operating margins 640 basis points, and 1,010 basis points in Asia specifically via business portfolio management (M&A), driving profitable growth in Asia, and core operational improvement.HighlightsDeployed Lean Six Sigma to improve overall operating performance, certifying 37 Green/Black belts and saving millions of dollars in just 16 months. Reduced net investment in Asia Pacific operations by 19%, primarily by focusing on inventory improvement through SIOP process implementation, as well as lean manufacturing implementation.Utilized Goal Deployment process to link goals with actions, and actions to metrics, to improve marine power market share from 27% in 2006 to 30% in 2008. Reversed a significant loss to break-even status by shutting down unprofitable aluminum boat manufacturing operation and refocusing on fiberglass operations which now maintain Brunswick’s lowest warranty rate globally.Managed Brunswick’s portfolio of businesses in the region, acquiring and divesting companies to improve overall performance for shareholders.

Stamford, Connecticut, Us

Success: Turned around operation to achieve profitability; improved operating margins, and reduced PPMs.Highlights:Improved operating margins by lines to China, restructuring and consolidating manufacturing into 4 primary sites, and reorganizing design and development engineering to more effectively leverage resources and clarify accountability. Created and implemented a recovery plan for ITT’s struggling keypad operations. Through deployment of multiple Kaizen events, Six Sigma projects, and Lean events, improved productivity by 30%, reduced scrap by 60%, and cut E&O by 62.5% in 9 months. Bolstered operating margins by 1,460 basis and improved PPMs to the largest customer, Motorola from 64,851 to 83.Success: Transformed antiquated cable assembly operation into state-of-the-art electromechanical switch operation; created global product development capability.Highlights:Improved Shenzhen, China site operating margins from a loss to profitability over a 2 year period. Leading a team of professionals from diverse nationalities, successfully transferred telecom infrastructure products, industrial products, and electromechanical switch products from operations in the UK, Germany, France, Japan, and the US. This included sourcing initiatives to localize supply chains, as well as the transition of high-speed stamping, plating, injection molding, and automated assembly processes.Increased new product/sales ratio to 35%, fueling a 20% growth rate by creating R&D and product management capability in China, and connecting China’s capability with R&D Centers in the US, UK, and Japan.Won ITT’s “Gold Ring of Quality” for application and implementation of “Rapid Plant Assessment” in China.

Stamford, Connecticut, Us

Success: Propelled sales by 25% during tenure, more than doubled market penetration, and expanded operations to accommodate growth. Recognized with multiple awards for quality in manufacturing.Highlights:Generated and implemented strategic plans to improve flat 3 year sales projections. Grew sales significantly by leading HiSAN into new adjacent markets, and improving market share in key accounts from 45% to 98%.Successfully built and launched 2 new manufacturing facilities to support growth initiatives earning the ITT Gold Ring of Quality Award, as well as the Alabama Manufacturer of the Year Award.Launched and achieved plan to obtain ISO 14001 certification by 2001 and TS16949 certification by 2003.Earned several prestigious awards including ITT Industries Gold Ring of Quality Award, Toyota “0 PPM” and Nissan Quality Master Awards, and Honda Motors’ “Benchmark Supplier” distinction. Received 3 ITT Gold Ring of Quality awards for outstanding performance in manufacturing. ITT’s Gold Ring of Quality is the longest running quality award of any Fortune 500 company.

Cincinnati, Ohio, Us

For Valenite Canada Operation:Added 10% increase to company’s profitability (the highest in its history), achieving 19.2 EBIT/Sales by merging Valenite Canada manufacturing operations into Valenite US plants.Cut inventory levels while increasing sales and reduced working capital to 20% of sales to become first group in Milocron’s history to attain this corporate objective. Achieved unprecedented 12 inventory turns per year. Developed new market channels and alliances with niche market suppliers to solidify Valenite Canada as a “total solutions” company resulting in annual sales increases of 5% to 11% in a flat market. Delivered 28% sales increase in automotive market by introducing “Tool Management Program” to wrap services around product and by forming alliances with local special steel tool manufacturers. Led company to successfully achieve ISO 9000 certification, followed by QS 9000 TE supplement certification. For Mexico Operation:Increased sales by 387% over 3 years and rose from #2 to #1 in market share. Introduced new cutting fluids product line resulting in a 1,400% increase in sales in 3 years. Achieved EBIT/sales ratio increase each year, doubling results by year 3.For Japan Operation:Orchestrated merger of Valenite Japan & Widia Japan. Directed the spin-off of Valenite Japan’s manufacturing operations, resulting in improved profitability.Generated millions of sales dollars by introducing engineering and turn-key project capabilities.Boosted sales by millions annually via alliance between Valenite, Inc. and Sumitomo Electric’s Hard Metal division.