Mark Wallach Email & Phone Number

Cincinnati, Ohio, US

Temperance, MI, US

• Reporting to the President, responsible for the direction and execution of the organizations Continuous Improvement initiatives in all areas of the $62M+ business, including external customer acquisition processes.
• Delivered sustained double digit (11.4% to 41.3%) improvement in labor productivity through regular shop-floor kaizen events and coaching of shop-floor leaders in developing daily problem solving behaviors via the.
• Improved business process lead-times through cross-functional team facilitation & coaching utilizing value stream mapping and teaching the application of lean principles.

• Design and manufacture custom interior architectural columns, fireplace surrounds and entertainment centers for new construction homebuilders in the Cincinnati market area.► 2007 - General Manager
• P&L responsibility for $1.2M business► 2005 - 2007 Vice President of Operations
• Led operational improvements for the transformation of a job shop environment (<$800K) into a repeatable manufacturing operation to support growth plans.
• Spearheaded introduction and application of Lean Manufacturing principles including Standard Work Documentation pull system for product flow and development of customer driven metrics of success.
• Successful in achieving this transformation with original staffing and equipment in support of a 40% growth in sales.

Pella, IA, US

• ► 2004 - 2005 Supply Chain Manager, Entry Systems DivisionManaged annual material purchases of $32M in support of $70M business. Led purchasing, plant scheduling, inbound & outbound logistics. Managed workflow (item.
• Reduced raw material inventory by 36% - from $6.7M to $4.3M. ► 2000 - 2004 Plant ManagerLed staff of 7 supervisors and 90 employees across 2 shifts.
• Launched a new product manufacturing operation in one-third the usual time. Improved labor productivity by 23.4% in one year by sponsoring kaizen events on production floor.
• Delivered a 30% annual increase in sales dollars by re-engaging the sales force in recovering from a weak product launch.
• Recovered delivery performance from 65% to 95%.
• Maintained a positive culture while eliminating an unneeded shift by moving the talent to an in-demand 1st shift operation.

Pella, IA, US

• ► Staff of 8 quality engineers across 5 facilities with a supporting staff of 24 quality technicians.
• Increased customer “completely satisfied” results by 20% by developing a Claims & Service Call Index, providing a clear picture for product improvement and claims prevention. Promoted Quality to a proactive.
• Member of team responsible for the evaluation of ERP software capabilities for the transition of the company’s Legacy systems to a modern, integrated solution. Team reviewed and evaluated several solutions and ended up.

Seattle, WA, US

Led staff of 2 quality engineers and 4 quality control technicians. Manufacturing representative on cross functional team that developed the business’s Value Proposition and subsequent business re-focus planning and execution. Efforts dramatically improved quality and delivery performance, sales volume and overall customer satisfaction.

Master Of Science (Ms), Forest Products

Bachelor Of Science (Bs), Forestry