Jon Neeld Email & Phone Number

Bellefontaine, Oh, Us

Bellefontaine, Oh, Us

Mississauga, On, Ca

Columbus, Ohio, Us

Manufacturer of metal components and parts for OEM’s in the appliance, automotive, heavy truck, and general industrial markets. ISO-9001 (2015) certified.

Columbus, Ohio, Us

Westfield, In, Us

Direct and coordinate production and distribution operations for the company's Springfield, OH facility. In addition, indirectly supervises the facility's drivers and non-operations office staff. Work to improve production and labor efficiencies by effectively improving processes and structure.

Ada, Oh, Us

P&L responsible for plant operations including direct responsibilities for leading operations, tooling, maintenance, and quality. Directly involved with materials purchasing and plant scheduling. Work closely with all associates to optimize operation utilizing TQPS techniques and associate involvement suggestions.

Springfield, Ohio, Us

P&L responsibility for $20M plant that produces stator cores and rotor punchings for GE Transportation (70%) as primary business. Other industries supported include Automotive and Agriculture (30%). Heavy in Lean implementation and continuous improvement methodologies.

Lancaster, Ohio, Us

Full responsibility and management of Vanceburg, KY and Shawnee, OH facilities, including full P&L management. Implementation of Lean and 5S. Identification of material opportunities (inventory and schedule) and develop projects to improve.

- Implement 100% use of dispatch software- Implement kanban tracking system for truck/driver assignments- Assigned leadership role for implementing and training new Qualcomm truck installations- Development of metrics for dispatch team for tracking and achieving continuous improvement- Overall continuous improvement of operations area via automation of manual operations, EDI implementation, productivity improvements and elimination of waste

Lima, Oh, Us

Positioned to turnaround declining company operating at financial loss. Established strategic business turnaround efforts following analysis of cost drivers. Provided profit and loss accountability for 3 Ohio facility locations with 5 combined shifts of operation and total revenues of $20M. Led team of 87 in non-union setting focusing on safety, quality, and cost control. Assist with closure operations as needed. - Played instrumental role in successfully closing Lima, Ohio facility while maintaining customer schedules; collaborated with production manager and plant team over 8-month period. - Decreased year-over-year scrap $240K (30%) via implementing reduction objective and tracking daily activities to determine where scrap is generated and identify where to concentrate efforts. - Elevated gross margin from -25.5% to +6% within 10 months in role through initiating cost reduction methods; broke even after 5 months and began indicating positive performance. - Accomplished $30K in savings annually and improved workflow by introducing 5S methodologies in shop areas, eliminating need for outside contractor to clean work areas.- Launched $1M worth of cost reduction projects from October 2008-2009.- Achieved 50% material cost variance reductions in 10 months through creation of improvement team.- Improved labor costs 20% by corresponding labor with demand and implementing “7-week demand” report tool to balance labor with future demand.

Lima, Oh, Us

Directed 5-member team advancing plant profitability with spotlight on customer service and product delivery timeline. Oversaw profit and loss for $70M facility. Evaluated and implemented efforts to improve employee safety record.- Boosted American Trim Safety Index (ATSI) 43%, from 13.24 to 7.61, following assertive employee safety campaign, including work area safety audits to identify and resolve issues. - Reduced year-over-year scrap for total of $1.5M between 2006 and 2008 through organizing scrap teams and utilizing Pareto principle to delineate team priorities.- Yielded $1.5M inventory reduction in 2007 via coordinating with scheduling team to improve finished goods and WIP; established goals, prepared plans, and reorganized order quantities.

Lima, Oh, Us

Controlled plant operations across 3 shifts in screen printing and press room; led team of 6 shift supervisors as well as 3 engineers and 3 technicians in plant engineering and color ink lab. Facilitated training for hourly workforce via technical trainers. Maintained off-site facility in Tulsa, Oklahoma. Supported product launches and projects assigned by plant manager.- Spearheaded reduction initiative, realizing $100K in annual savings; formed cross-functional team to develop solutions for downtime within new department.- Played key role in delivering $200K in annual savings by implementing product conversion, eliminating step in screen print process line.

Oversaw inventory, production schedules, quality, and delivery performance. Ensured appropriate staffing levels were maintained to achieve objectives. Coordinated with vendors to reduce lead times and provide quality customer service. Developed projects to improve business and minimize costs. Cultivated relationships with key vendors to determine lead time constraints and initiated safety stocks on major items. Implemented Kanban system for items with level demand to prevent stock outages. Conducted JIT training for plant associates.

Quality department leader responsible for establishing and maintaining quality standards throughout the plant. - Put quality system in place for ISO/QS 9000 automotive standard and became externally certified within 12 months of project start.

Bachelor, Business Operations

Business Administration (Mba)