Kevin Linsky Email & Phone Number

Wellington, Oh, Us

Global

Leading Lean Transformation and Coaching at Global locations.

Worldwide

Leader of Continuous Improvement through Lean Enterprise Implementation Methodologies across the globe. Drives Operational and Business Excellence in 14 locations, including international locations in Germany, Italy, Singapore, China, and USA. Provides Strategy, Direction, Goals, and Education for Lean Deployment across CMD Group in 5 countries.

Monroe, Michigan

I led the Quality, Lean Manufacturing, Lean Enterprise, Manufacturing Engineering, Facilities Engineering, Automation for all operations. Managed (5) Directors, (3) Managers and (5) Engineers along with (300) indirect positions across (6) plants. Managed the Cost Reduction Projects, CapEx Budget and Approvals, Lean Transformations, Best Practice Sharing in all areas along with Kaizen events across the organization.• Created Lean systems, training, and implementation plans for all manufacturing locations. Using 20 elements Toyota Production System Lean Assessment to identify gaps, drive implementation and sustainable improvements. Won the Industry Week “Best Plants” Award 2012.• Projects leading to 5% COGS Cost Reductions across entire business leading to $20M Year-over-Year bottom line savings returning to double digit profitability.• Developed comprehensive Cost of Quality / Cost of Failure tracking system, identified opportunities, and created plant level awareness leading to 60-80 Annual Quality Improvement projects across all facilities with 25% reduction in COQ/COF annually. • New plant start-ups, layouts, facilitization, and flow. Led construction, layout, and flow of our newest facility in Mexico. Selected lead team and objectives monthly. $10-20M capital budget annually. • Led Sustainability by Design initiatives and strategies leading to a 50% reduction in energy consumption and costs with increasing production. Drove recycling and reuse to 95% while certifying 6 locations as “Zero Waste” to the landfill. Renewable energy leading to “Zero Utilities” in the future.

Dayton, Ohio Area

I led the Lean Programs with assignment at the Wright-Patterson Air Force Base Materiel Command. I was responsible for implementing Lean Principles across the command teaching and coaching leaders to adopt Lean systems, techniques and methods.We implemented 5S, Kaizens, Value Stream Mapping, waste identification and elimination. Worked with 2 and 3 star Generals along with other senior leaders to learn Lean and adopt as a way of life on the base.Lean Programs by developing strategy, plans, approaches to implement Lean across all Military services, DOD, and Industry. First year, led team of (4) four direct Lean experts. • Created (12) Lean programs, training, and implementation plans for Military Services production, overhaul, of weapon systems and administrative processes (Wright Patterson Air Force Base in Dayton, Ohio).• Designed Air Force Lean Systems to support Air Force Materiel Command Headquarters and subordinate bases across the US. Specifically focusing on improving availability of aircraft to the war fighter.• Developed “Roadmap” with staged approach to implementation including many key Lean elements such as 6S, Visual Management, Standard Work, Rapid Improvement Events (Kaizen), Value Stream Mapping and Strategic Deployment.• Conducted (24) Value Stream mapping events over (14) months on core processes identifying and eliminating wastes through Lean Principles. Using 6S, Visual management, Value Stream mapping.

Fairlawn, Ohio

I led the Quality and Lean Transformations along with cost reduction projects. I developed the teams, hired key talent leaders, drove KPI's towards world class levels. Delivered $70M positive productivity, over $42M savings in special projects, Kaizen events, and Six Sigma projects in one year. Implemented Lean Manufacturing through multi (9) plant operation using consistent measurements, Visual Factory, TPM, SMED, and Cellular arrangements. Led (136) Kaizen events in (9) facilities leading to 50% reduced lead time, 25% reduced cost, and 30% improved quality.• Reduced Cost of Failure by 30% or over $12M in 9 months conducted quarterly “8D” problem solving root cause analysis sessions with multiple plant involvement. • Increased OEE-Operational Equipment Effectiveness from 62% to 86% in just one year resulting in $24M cost avoidance in new machines purchases. Launched implementation of group wide, multi plant TQM initiative with new strategic business formula resulting in $30M capital purchase avoidances.• Established formal Supplier Quality Assurance (SQA) program that produced an increase in Incoming Supplier Quality from 4,000 ppm to 800 ppm.

Cleveland, Ohio

I led the Lean and Continuous Improvement initiatives across the group by driving Kaizen events, cost reductions, and sharing of best practices.• Created cellular manufacturing in (2) major business units with flow using self-directed teams, empowered culture change. Implemented 5S, Visual Factory, Kanban, SMED, and TPM.• Consistently delivered 98%+ on time in an Aerospace market of General Aviation with 55% RONA. Drove significant lead time reductions of 60% from purchased items to machining to assembly to shipping.• Led conversion from stand-alone ERP system to integrated solution, saving $6M. Reduced lead times 50% with 30% less inventory. Completed conversion under budget in 12 months.• Increased productivity 160% while reducing lead-time 80%. Implemented JIT Lean continuous assembly techniques. Rearranged work area into continuous flow operation, enabling team of five to produce the results of 20.

Cleveland, Ohio

I developed and implemented the Global Lean Operating Systems across (8) operating groups, (220) plants and (42) countries. Developed strategic plans for Lean implementation saving $250M while increasing average capacity 20%. Created organizational structure and job descriptions for plant, division, and group level Lean managers. Conducted over 4,000 kaizen events in two years, leading to over $250M reduction in WIP, raw materials, and finished goods. Freed up plant capacity 20% on average, resulting in virtually no capital needed to handle more sales demand.• Initiated Lean operational philosophy producing annual cost reductions of $360M over next 3 years. Improved productivity increasing top line sales $1.5B in 18 months.• Reduced inventory $200M and saved over $100M on proposed expansion plans. Corporation lacked consistent strategy for continuous improvement. Developed companywide system called Lean Enterprise, providing standard principles, tools, and methods to improve operations and remove waste. Produced dramatic results in delivery, quality, inventory reduction, and productivity improvement.• Conducted (36) Kaizen events in business process side including HR Benefits, Legal, Marketing, Sales, and New Product Development cycles. Reducing wastes, lead times, costs, and improving quality and customer satisfaction. • Introduced Lean manufacturing and trained (350) executives, leaders, and managers worldwide over 2 year period. Trained over 8,000 Lean Coordinators through week long extensive “Train-the-Trainer” program leading to certified Lean leaders and implementer’s worldwide over 3 year period.

Elyria, Ohio

Plant and Operations leader moving through various operations roles from Assembly, Materials, Purchasing, Planning and operations leadership. Heavy emphasis on Lean Thinking and Quality while driving high performing self directed teams.

Master Of Business Administration (Mba), Business Administration And Management, General

While pursuing my MBA, I was very active in my career, raising my family, and participating in local community activities.

Bachelors, Business Administration