Kelly Cutilo, Pmp, Msem Email & Phone Number

Milwaukee, WI, US

Racine, Wisconsin, United States

• Accountable for end-to-end operational management and functional spend of a 24x7 high volume 23 press injection molding facility, including a quality lab and tool room. Total personnel is 37. The department processes.
• Aligned to future manufacturing needs, empowering technical experts to install 5 new energy efficient injection molding presses, 2 integrated assembly systems and a Hurco CNC.

Racine, Wisconsin, United States

• . Program managed a multi-year, multi-line $80M modernization effort at SC Johnson’s flagship plant in Racine.
• . Identified need for Plant-BU liaison role, then drove integration between regional planning and plant execution resources to align business commitments and minimize disruption to the lines.
• . As part of the Lean organization, led OEE improvement effort projects and the onboarding of a liquid trigger product from another manufacturing facility.

Racine, Wisconsin

• Directed a $20M organization inclusive of automation, B&MI and network engineering across 6 sites in North America. Owner of Program and Project Management. 4 direct reports, 6 dotted line, 48 in operations, overall..
• Led collaboration of technical and site leaders to incorporate best practices and integrated data-driven metrics into tactical efforts to accomplish goals.
• Managed change in Operations through a transition from a central to a regional operations model.
• Developed and led boot camps to train Program and Project Managers. Onboarded 4 Program Managers and 1 Project Manager.
• Successfully led the 2019 renovation of Corporate Engineering.

Racine, Wisconsin

• Led TriCore’s cross-discipline Regional Team consisting of a group of 14 project managers, SME’s, lead engineers, automation engineers, BMI engineers, and network engineers across 4 sites.
• Drove accountability for project execution processes and compliance to standards as defined by the respective Technical Directors in a matrix environment.
• Coordinated with the VP of Engineering to determine project role assignments to maximize departmental utilization rates and fulfill all project technical requirements.

Building Efficiency HQ, Milwaukee, WI

• Led the AME effort for JCI’s Building Technologies & Solutions’ plants, globally. Staff included 6 direct reports, 14 dotted line reports; 235 total engineers across the AME organization.
• Spearheaded technology improvements and capital deployment. $35M in equipment purchases were funded in FY16 and the AME global team delivered $19M in CI savings. As of April, 2017, tracking $29.8M in CI savings for the.
• Developed JCI’s technology roadmapping process and led Global AME managers to close technology gaps to successfully position operations to support future business needs.
• Closely engaged with NPD teams to ensure new product designs took advantage of AME improvements in manufacturing processes.
• Directed the implementation of equipment best practices and definition of equipment standards and manufacturing process controls in sheet metal, HVAC coil assembly, paint, printed circuit board assembly (PCBA) and.
• JCI Lead for Manufacturing Footprint Team for JCI-Tyco merger: analyzed global capabilities and delivered strategic proposals on JCI-Tyco manufacturing footprint synergy opportunities and organizational design.

• Developed and led a team of 27 technical experts to improve and actively manage global molding and metal fabrication processes, equipment and tooling for new and existing product.
• Led prototype services/labs to support NPI: tool room, sampling lab, 3D printing lab.
• Global Strategic Project Management: Directed the development and implementation of a 5 year Global Molding Manufacturing Strategy. Made recommendations to senior leadership and directed engineers to implement areas of.
• Developed and directed team leads to manage Fabrication Technology Roadmaps to ensure optimized part designs, tooling, materials, and processes met future global requirements. Major projects contributed to $3M in.
• Asset Management: developed a global system to leverage data to drive decision-making on 19,000+ internal and third party tools. Eliminated tool failures in the field. Global tooling replacement budget - $4.6M, ~200.
• Drove process improvements by leading the team in the development of o Design For Manufacturing (DfM) training o Fabrication design guidelines and workmanship standardso Supplier and plant benchmarking assessments

• Led three cross-functional teams to outsource all metal component manufacturing at global HQ: metal stamping, machined components, and heat treated and brazed assemblies.
• Developed the outsourcing process and project artifacts for all three teams.
• Assisted Strategic Sourcing in auditing and awarding suppliers. Visited major suppliers to evaluate onboarding progress and suggest cost improvements.
• Projects were 2-3 yrs; 14 member teams. Metal Stamping annual revenue was $14M, moving 1,650 active parts and 44 presses. 2,300 part numbers were outsourced throughout the $6.5M machining project. All moves occurred.
• Member of Engineering Services’ Knowledge and Process Management Team which was tasked to assess the organization’s current level of business process standardization, identify key risks and make recommendations for.

Coordinated and directed four Process Engineers to develop quotations for new aerospace and heavy equipment forgings. Quotations of single forgings and rings could exceed $250,000, each. Extensive quotation packages were also developed annually for various aerospace companies such as Volvo, Boeing and Rolls Royce. After quotations were accepted, lead.

Designed closed impression forging dies for Ladish’s largest forging hammers. Worked with multiple departments to troubleshoot problems in production and shortened die life. Participated in design teams to optimize manufacturing routings. Reviewed technical drawings for accuracy. Supervisor of four draftsmen.

Performed finite element analysis of isothermal forging operations. Prepared reports of analysis and made presentations to engineering design teams. Suggested improvements to aid in design optimization.

Msem, Master Of Science - Engineering Management

MS in Engineering Management. With emphasis in their Project Management Track. Received Project Management Lead Certificate, Rader School.

Bsme, Mechanical Engineering