Larry Chapman Email & Phone Number

*Support the Owens Corning Appliance facilities by ensuring that quality products are being manufactured to meet or exceed our customer expectations. *Continuously improve the Quality Management Systems, drive defect elimination by working with the plants to create robust and capable the manufacturing process (provide clarity on root causes of defects that help determine what needs to be improved), and improve the quality of the end product and services rendered while contributing to safe and an increasingly cost efficient manufacturing.*Systematically drive the organization’s TPM implementation program, with the clear purpose of developing the capability and sustainability of the Quality Maintenance pillar.

Cleveland, Tennessee, United States

Guided site on launch of TPM through DMS implementation and 5s for Safety, Quality, Productivity, Delivery and Morale. Provided overall leadership for product Quality as a Tier 1 OEM supplier to meet ISO 9001-2015 guidelines. Facilitated all plant maintenance activity as well as capital planning and project execution.• Initiated site DMS metrics for daily and monthly KPI’s and problem solving techniques for site TPM launch along with 8 foundational pillars of excellence.• Developed and implemented a reliability improvement program assuring that equipment was maintained in a safe and reliable method with an emphasis on proactive maintenance processes and practices.• Led & managed maintenance projects at the site improving reliability, maintainability, cost effectiveness, and safety. Introduced automation projects to the site through new cutting and labelling technologies.• Launched site recognition strategy to improve morale and reward positive accomplishments.• Served as category Maximo CMMS administrator.

Cleveland, Tennessee

Directed site maintenance for facilities, utilities and manufacturing through sound people management, problem solving, project management skills and effective utilization of the CMMS (SAP) for effective planning. Participated as a key member of the Site Leadership Team reporting directly to the Site Director and the Regional Maintenance Leader. Managed ~50 direct and indirect reports to ensure maintenance best practices are being followed through results-based objectives, timely performance reviews, and appropriate career development counselling.• Coordinated all factory utilities (energy, water, air, steam, waste water) and buildings and grounds for >1 million square feet food manufacturing plant to provide uninterrupted operations. Ensure systems and associates support regulatory and food quality compliance through effective maintenance practices.• Developed and implemented a reliability improvement program assuring that equipment was maintained in a safe and reliable method with an emphasis on proactive maintenance processes and practices.• Managed maintenance projects at the site improving reliability, maintainability, cost effectiveness, and safety. Managed $13 million stockroom inventory to ensure critical spare parts are available when needed.

Cleveland, Tennessee

Developed project funding documents, including creating project team charters, identifying major scope, business benefits, funding strategy, success criteria, and milestone schedules. Interfaced with capital systems manager, construction manager, engineering management firm and operations for precise capital forecasting, engineering design and safe, efficient project execution. Delivered projects at or below capital cost goal through detailed cost tracking resulting in accurate monthly capital and expense cost predictions. • Steered initiative with capital accounting to establish project control structures in SAP and produce robust sourcing strategy for purchasing to manage all purchase orders and project expenses.• Improved wastewater treatment process by managing $450,000 project to increase treatment filtration, update electrical controls to eliminate safety hazards and install new treatment tank and pumping system to improve productivity by 20%.• Strengthened operational team’s capability by managing $500,000 project to build new team rooms to accommodate daily direction setting (DDS) team meetings.

Directed site progressive maintenance (TPM) team by developing and executing the site PM masterplan and managing key work processes for breakdown elimination, work planning and scheduling, lubrication, maintenance management information system (SAP), storeroom, shop tools and facilities, predictive maintenance, and maintenance cost. Served on plant leadership team and identified process losses associated with PM execution.• Developed maintenance planning and scheduling process with input and output measures. Qualified module planning owners and functional owners on skill criteria to meet integrated work systems standards.• Executed breakdown elimination DMS to reduce major breakdowns by 80% and all breakdowns by 50%.• Served as SAP maintenance and storeroom leader to launch SAP for Storeroom and Maintenance.Registered ~8K storeroom components from previous CMMS (Mp2 and EZ Entry) to SAP and solidified new SAP storeroom work processes. Transitioned all site maintenance plans from previous CMMS (Mp2 and EZ Entry) to SAP and trained ~20 key users on new SAP Work Planning & Scheduling systems.Developed site functional location structure, bill of material structure for storeroom components, maintenance cost structure, and maintenance plan procedures for SAP for site.• Reduced $900K in storeroom inventory by utilizing SAP reporting to eliminate slow-moving inventory, establishing storage standards for components, ensuring FIFO, increasing capability of maintenance planners, and implementing vendor-managed consumables.

Cleveland, Tn

Led facilities department of 37 direct and indirect employees against $8.5M annual budget. Managed sustainability, building and grounds, and utilities for 2 plants, including predictive maintenance, machine shop, wastewater treatment, and storeroom. Executed savings of $250K by transitioning security, janitorial services, landscaping, pest control, cranes, dock doors, forklifts, painting, and HVAC maintenance to facilities service provider.• Delivered $500K in cost reductions in facilities, machine shop, and storeroom through improved staffing efficiencies, improved management of utilities, and increased technician capability and performance.• Improved facility appearance by installing 50K square feet of epoxy floor coating, 100K square feet of new roofing, managing numerous painting projects for building and piping, implementing new housekeeping procedures, upgrading common areas, and establishing team accountability for room and equipment ownership.★ Produced 12 injury-free years in facilities by increasing safety capability through coaching lockout / tagout, quick-risk predictions, and safety function leader development.• Served as site sustainability leader for 2 facilities by deploying and tracking 2% annual reduction strategy for 4 key footprints of energy (electricity and natural gas), water, CO2 emissions, and waste.Implemented numerous sustainability projects, resulting in receiving P&G Gold Award for 16% reduction in Energy, 22% reduction in water usage, and 33% reduction in CO2 emissions, yielding cost avoidances of $1.5M over 5 years.

Implemented maintenance portion of MP2 throughout both sites as new computerized maintenance management work order system. Installed new CMMS EZ Entry to increase efficiency of adding notifications in MP2. Created preventative and predictive maintenance task lists by performing FMEAs on specific pieces of equipment.

Managed 50 hourly employees in several departments (metal forming, packaging, cell assembly) to obtain goals for safety, quality, production, cost, and delivery. Coordinated training and development for hand assemblers, material handlers, machine operators and mechanics in packaging, battery assembly, and metal forming departments.

Bachelor Of Science, Organizational Management

Associate Of Science, Electrical And Electronics Engineering

Activities and Societies: IEEE