Larry Kemling Email & Phone Number

Olive Branch, Ms, Us

Olive Branch, Ms, Us

Managed 100 employee plastic lens/sheet facility consisting of extrusion, thermo forming and cutting operations. Transferred and installed $1.5 million of equipment to consolidate 2 plants into 1. Reduced material variances while improving efficiency by implementing a 5S and visual management system.

UAP Manager- Managed and directed 250 employee manufacturing department of original equipment exhaust facility that produced exhaust systems for Ford, GM and Chrysler Corporations.- Launched Ford Mustang exhaust system and stabalized Chevrolet Camero exhaust manufacturing line.Selected Accomplishments- Implemented scheduling system for 18 cells to support 3 days of finished goods inventory reducing expedites to $0.- Established manufacturing system to meet customer demand and build continuous improvement process.- Reduced scrap from 15% to 8% in 3 months by rebuilding tooling and changeover scrap reduction program.

Wilmington, Delaware, Us

Exide Technologies. Fort Smith, Arkansas. 2008 – 2009.Operations Manager• Managed operations floor of a 240-employee industrial battery facility consisting of 7 departments that included casting, pasting, flooded and absolute assembly, charge and cycle, finish and pack, and distribution. • Improved safety record and reduced OSHA fines.• Supervised productivity and on-time delivery to customers. • Established manufacturing system to monitor and improve operations.Selected Accomplishments• Implemented employee safety and 5S programs, resulting in cleared OSHA fines.• Set plant record of 335 days without lost time due to injury. • Improved on-time delivery to our customers to 100% from 88% by reorganizing the supervisors into department-based flow VS product family. • Established accountability system to supply plant goals from upper management to the shop floor and production monitoring system from the shop floor to upper management. • Implemented an accountability system at all levels of the organization to ensure timely completion of tasks, resulting in increased productivity from 63% to 72%.

Stuttgart, De

Mahle Engine Components. Russellville, Arkansas. 2007 – 2008.Plant Manager• Managed 275-employee plant that manufactured cam shafts for the class 8 truck industry; company grossed $50 million in annual sales. • Improved customer delivery and quality at a reduced cost. • Maintained full responsibility for P&L, all internal operations of facility, and contact with customers.Selected Accomplishments• Initiated material review board to identify root cause issues at the point of operations to improve first time through capability, resulting in reduction of scrap from 2.2% to 1.2%.• Implemented accountability system to ensure timely completion of tasks, resulting in increased productivity from 67% to 80%.• Revised scheduling system from a batching system of customer orders to machine level, allowing for implementation of a kan ban system to monitor the amount of work in front of every process, resulting in reduction of past due orders from 10,000 units to 1,500 units.

Troy, Michigan, Us

ArvinMeritor. 2000 – 2006.Director of Operations. Loudon, Tennessee. 2005 – 2006.• Managed and directed 450 employee facility in the manufacture of aftermarket exhaust systems that produced $100 million in annual revenue. • Improved profit and loss statement in preparation to sell the after-market division of the company.Selected Accomplishments• Reduced plant management layer from 4-tiered to 3-tiered system, reducing number of shop floor managers and saving $450,000 annually.• Combined low volume assembly lines to eliminate excess machinery, reduce labor cost and machine repair cost, reducing direct labor from 329 to 295 employees resulting in $1.2 million in annual savings. • Revised kan ban systems to reduce WIP and finished goods inventory; reduced inventory from 480,750 to 380,470 units while improving customer availability from 94% to 97.3%.Business Unit Manager. Chickasha, Oklahoma. 2000 – 2005.• Managed and initiated production on 7 strut cells to produce 50,000 struts per week. • Managed 3 supervisors, a scheduler, and engineering staff to implement a lean cellular layout that met customer demand and cost center budget.Selected Accomplishments• Used kaizen and employee involvement teams to reduce tooling change over to once a week, resulting in savings of $1 million annually. • Implemented lean manufacturing process, resulting in the strut department making the cost center budget 3 consecutive years. • Improved strut department from worst performing to best performing cost center in a 5 year period.

Northville, Michigan, Us