Larry K. Email & Phone Number

Detroit, Mi, Us

Business Executive transforming a recent Old Castle Building Envelope acquisition to align with organizational goals and operating methodology servicing residential and commercial markets in glass fabrication, laminated glass, and insulated glass.Creating synergy for all organizational teams including sales, operations, quoting, customer service, and fleet management.Sales exceeding $30M servicing ~700 customers.

Blue Arc EV launch support in process design, system development, MRP (Plex) implementation, hiring, and training of staff for complete vehicle assembly.API resulted in 99.5% inventory accuracy on $7 million dollar inventory.https://bluearcev.com/

Holt, Mi, Us

Operations Executive transforming locations in Michigan, Illinois, Kentucky, Ohio, and Windsor to engage team members at all levels of the organization to provide exemplary service to Ford, GM, and Stellantis, while achieving organizational objectives.Proven track record of improving underperforming operations, unifying operational and support teams, while being a financial steward and a facilitator of driving change to stay competitive and develop talent for future growth.

Sterling Heights, Michigan, Us

Midwest Director of Operations - 3PL and Distribution Facilities in Illinois, Michigan, and Ohio servicing Faurecia, Stellantis, Valeo, and XylemP&LDrive adherence to customer contracts and facilitate negotiations for out of scope conditionsCoach/mentor/develop operational leaders

Vélizy-Villacoublay, Île-De-France, Fr

Auburn Hills, Mi, Us

Director of Operations (Multiple facilities)Cultivate a professional environment built on respect, empowerment, accountability, and mentoring of Plant Managers and Business Unit Support groups that yield cohesive teams focused on common goals/objectives resulting in a broader platform to effect change within the organization.Promoter of continuous improvement, leveraging multiple plants to innovate and deploy best practices. Developed a campus approach for Metro Detroit creating operational synergies and reducing overhead costs resulting in financial results that exceeded targets.Trend setter in launching new facilities and achieving operational turnarounds through the selection and development of high performing teams demonstrating the tenacity required to meet/exceed customer expectations. Selected by COO to execute turnaround of underperforming facilities in GM and Stellantis Business Units. Turnaround of GM facility was the gateway to securing a new contract with GM Factory Zero. Stellantis reclamation project of facilities supporting Sterling Heights Assembly Plant and Jefferson North were instrumental in the financial success of the organization

Holt, Mi, Us

Leuven, Belgium, Be

Organizational change agent transformed culture leading to: elimination of WIP/improved customer delivery, team member development/accountability, significant improvement in KPI's, and instilled operational integrity with corporate headquarters.Primary interface with organizational headquarters located in Leuven, Belgium: budgeting, CAPEx, product launch, and other regulatory compliance issues.Additive manufacturing with a focus on Laser Sintering and Stereolithography

Southfield , Michigan, Us

Catalyst to restore organizational stability through strategic organizational changes, fostering an environment of empowerment, creating organizational accountability by establishing a performance driven mindset. Critical Ford supplier in front end cooling modules and batteries for Ford C-Max.-> P&L-> Lead facilities in Detroit and Redford operating 7 days/week in a high volume, JIT environment.-> Agent of change; creating an environment of empowerment and accountability.-> Operational turnaround and new business launch.

Auburn Hills, Mi, Us

Stabilizing force to return plant to organizational showplace through the discipline to system adherence, team member development, establishing accountability in a high volume, short lead time environment manufacturing complex modules for Stellantis Sterling Heights Assembly Plant.

Auburn Hills, Michigan, Us

Lead role in managing financial planning, staffing, and system implementation for projects within multimillion-dollar operations of integrated logistics and supply chain services to global industries. Manage/fully control schedules, budgets, risk issues; facilitate project decisions to maintain objectives. Direct and mentor staff for both project and career growth and make executive recommendations.-> Won/awarded lucrative business for (a major automotive manufacturer) and met tight timeline for launch. Secured capital to prep facility for takeover; hired entire leadership team. -> Represented company’s executive team at (a major automotive manufacturer) to resolve airfreight order backlog. Developed operational recovery plans that returned 100% delivery conformance to Egypt, India, Russia, and Thailand in only 8 weeks.-> Engaged training, operational procedures, capital procurement, system interface, IT infrastructure plans to execute SAP implementation at (a transportation manufacturer).

Executive responsibility for Operations, Engineering, and Materials in privately owned specialty glass manufacturer.-> Awarded high-end architectural project for the City Center in Las Vegas.-> Stabilized workforce by cross-training operational employees, which avoided loss of talent during slow season.

Friedrichshafen, Baden-Württemberg, De

Recruited to lead operational improvement efforts by $13B global automotive supplier subsidiary. Provided operational leadership to business Team Managers that resulted in a substantial reduction of premium freight and sustained productivity improvements. Implemented process-focused business teams; cross-trained to increase accountability, and employed proven methodology to solve problems.

Auburn Hills, Mi, Us

Member of executive leadership team for leading integrator of complex modular assemblies and sequenced parts to major automotive OEMs. Steered 6 multi-state facilities employing 1200 team members. Accountable for financial performance, customer satisfaction, and manufacturing metrics.-> Negotiated multiple UAW contracts, incorporating tier compensation plans and collaborative problem solving.-> Recruited and developed plant leadership teams that launched several new facilities.-> Restructured underperforming operations in multiple plants and returned facilities to a targeted EBITDA.PLANT MANAGER - Flint, MITransformed a $23M, 24/7 operation in a 300,000 sq ft facility into the top-performing business unit.-> Reduced PR&Rs from 30+/year to 4/year while achieving a scrap reduction of $400K annually; improved standardized work and implemented a layered auditing process.-> Restored supplier credibility by improving quality, delivery, and cost metrics.PLANT MANAGER - Wixom, MIRestored profitability and revived corporate culture to assembly plant at General Motors facility. Reorganized the plant freeing up 35% of manufacturing floor space for additional incremental business-> Achieved profitability of 25% EBITDA; aggressively drove continuous improvement activities and held all levels of the facility accountable to the plant metrics.-> Finalized negotiations on first UAW contract, which aligned workers at all levels of the manufacturing facility.

Successfully executed and coordinated the launch of brownfield injection molding facility for manufacturer of interior/exterior automotive plastic components. Staffed site with top management direct reports: Controller, Engineering Manager, Quality Manager, HR Manager, and Operations Manager.-> Directed consolidation efforts of three diverse facilities in only three months.-> Achieved positive relationship with the UAW by establishing trust and open communication, which resulted in zero grievances during a critical period of product launch.-> Managed joint venture between Mexican Industries and Collins & Aikman in the Detroit Empowerment Zone.

Progression:OPERATIONS MANAGER – AZ GENERALSUPERVISOR; AZBUSINESS TEAM MANAGER; TNPRODUCTION SUPERVISOR; MI