Vice President and General Manager of The Heat Group. Our group is made up of Reznor and Roberts Gordon LLC, two of the top specialty heating equipment manufacturers. We specialize in designing, producing and distributing heating products that improve productivity and make your operation comfortable.

Directed the complete supply chain including operational planning, materials flow, manufacturing operations and distribution. Manufacturing operations include 4 manufacturing facilities made up of steel stamping, roll forming and capital equipment assembly and 6 distribution facilities. Collaborated with other groups to increase operational income by more than 11% from 2011 through 2014 by reducing costs, consolidating facility footprint, improving inventory, and developing sustainable management practices. Worked with the operations team leaders to improve inventory months on hand by 34% and reduced slow and obsolete inventory by 400% through supplier development, Kanban systems, and other internal ITW inventory planning and management tools. Led the procurement team to developed suppliers, reduce costs and improvement our inventory position. Restructured the capital equipment manufacturing process and team to reduce costs and helped improve its operational income by more than 15% over a two-year period. Created and executed plans to reduce the manufacturing facility footprint Led the by 2 locations (80K square foot reduction or 32% less space). The reduction created better utilization of assets and created a savings of greater than $1.2M through facility consolidation. Initiated and implemented plans to internalize our roll forming operation that created more than $2.2M in operational income while maintaining excellent customer relationships. Created KPI dashboards along with growth monitoring systems to track our changing market. These systems gave us the ability to react and plan changes within our system.

Responsible for working with St. Louis Corporate and 3 motor manufacturing facilities throughout North America. Guiding these facilities in complexity reduction, process improvement, capital spend, new product development, outsource planning, and project implementation. Teamed up with the Finance, Facilities, and Marketing departments to help in developing the annual 5-year plan and establish the next fiscal years. Communicate performance and status of facilities and projects through board presentations. Developed a capacity planning method to guide the purchase of future assets, and assist the facility in it’s ability to take on new business. The results of this planning model has allowed us to bring in multiple million dollar orders in times we were not sure it could be done. Helped lead a facility through disaster recovery after the facility was hit by an F3 tornado. The facility was back to partial production in 5 days and up to full production after 13 days. After the restart, we reshaped the facility to be more productive by improving the layout and process flow.

Tasked with managing operations of 12 branches throughout the Midwest. Driving process improvement, cost reductions, regional consolidations, and standardization of processes. Collaborated with cross-functional managers in the layout and moving of the Columbus branch. The move stayed under budget and was completed in record time. Directed the Minneapolis and Grand Rapids facility consolidation and helped consolidate the Indiana group by moving the Fort Wayne facility to Indianapolis along with the St. Louis facility. Led the Kansas City branch to improve on time delivery from 86% to 93%. Developed and implemented plans to reduce monthly spending through better asset utilization. Combined facilities and reduced inventory by over $1M and while improving labor costs.

Responsible for all of manufacturing operations, including 16 salary employees and 46 hourly workers in a machine shop setting. This responsibility includes complete supply chain, budget planning, production planning and other P&L requirements. Led the facility in a successful ISO 9001:2000 / AS9100 implementation. During 2005 led the company to win the Department of Defense’s Nunn Perry award for operational excellence and Managing Automation’s Progressive Manufacturer of the Year. Reorganized management staff to improve plant wide productivity by 11%. Drove customer quality levels up to 99.6%. Organized and led plans to improve on time delivery from 81% to 96%.

Responsible for production personnel (300 to 320 over 7 production lines and machine shop), including staffing and personnel planning with outside temporary services for a tier 1 automotive supplier.Worked with engineering and production departments to improve 1st Pass Yield by 15% plant wide.Lead the production team in a successful TS-16949 / ISO 9001:2000 implementation.Developed and executed plans to improve plant productivity by 15%.Worked with plant staff to develop a bottom side up driven facility. This process included creating an incentive plan that drove an OP improvement of 7.5% during the 1st quarter.Facilitated continuous improvement programs such as; personnel development, line balancing, line redesign, plant wide 5S, and kanban implementation.

Responsible for production personnel, including staffing and personnel planning with outside temporary services.Lean Business Leader (TPS)Kanban implementations in: In Process Kanbans, vendor kanbans for a complete product line and customer kanbaning to control customer inventory levels.Quick change tooling implementation Responsible for production forecast, weekly schedules, vendor managed inventory, daily production schedules capital and expense budgets.Part of the leadership group that improved on time delivery from 81% to better than 95%.Department leader for ISO 9000 Y2K implementationImproved inventory accuracy from 84% to 97%