Mark Hansen Email & Phone Number

Pierceton, Indiana, Us

Full P&L responsibility for a $90M medical device manufacturer in the laparoscopic, spine, and wound management markets, with focus on operational excellence to maximize profit in a highly regulated industry, provide remarkable service to our customers, and improve patient quality of life.• Effectively managed over 400 direct/indirect employees in a 162,000 square foot facility with thermoplastic injection molding, metal stamping and clean room assembly operations for implantable staple loaded cartridges, laparoscopic medical devices, sternal closure implants, bayonet knives, bipolar forceps, bayonet electrosurgical pencils and trocars.• Worked extensively with my management team to develop an effective and robust Quality Management System, resulting in reduced customer complaints, customer quality below 1,000 dppm, and first pass yield > 98%. Successfully planned, executed, and passed ISO 13485, MDSAP and EU MDR recertifications.• Continually improved business performance by driving Key Performance Indicator (KPI) metrics throughout the business, with focus on safety, quality, delivery, cost, and the environment.• Through efficiency improvements and effective production scheduling, successfully reduced past due by $2.5M (88%) and increased customer on-time delivery from 85% to 97%.• Achieved business success through development and implementation of my 3C’s (Communication, Collaboration and Coordination), teamwork, and daily demonstration in our core values of collaboration, empowerment, passion and service. Increased employee engagement scores from an initial 68% to 71%.• Instrumental in the annual site budgeting process, successfully working closely with financial, commercial and executive leadership teams to establish a budget that aligns with business targets.• Worked closely with Engineering Managers and existing/new customers on the effective planning, implementation and qualification of NPD and NPI projects that secured business growth.

Manchester, Connecticut, Us

Responsible for the implementation of Operational Excellence (OpEx) at four Manchester facilities, including training, coaching, and leading teams on critical projects that impact sales and the bottom line.• Selected by Corporate Leadership to lead a cross-functional Tiger Team, utilizing Lean/Six Sigma tools to improve flow, reduce lead time and cost, and meet the required ramp plan on 6 components to prevent a potential reduction in customer market share.• Established OpEx Teams at each of the four Manchester locations and continued to work with site leadership to drive improvements on OpEx Roadmap scoring, which includes people development, 6S, daily management, TPM, setup reduction, materials management and capacity planning, standard work, and VSM.• Developed and currently track/update Manchester’s 2021 Policy Deployment and Monthly Site Review presentation. Facilitated the development of Manchester’s 5-Year Strategic Plan.

Manchester, Connecticut, Us

Full P&L responsibility for a $15M CNC component manufacturer in the aerospace and defense industries, with focus on quality, on-time delivery, continuous improvement and maximizing profit.• Managed 48 direct/indirect reports with continued focus on effective production planning to improve machining efficiency and process flow. Due to resource constraints during COVID-19, successfully executed leadership responsibilities of Operations, Engineering, Quality, and OpEx Manager roles.• Developed a balanced production schedule, establishing consistent material flow while optimizing resources to meet customer requirements and improve financial results.• Developed and executed initiatives that effectively reduced overhead and variable cost by 27%.

Manchester, Connecticut, Us

Responsible for providing technical expertise, data analysis and successful implementation of improved processes required to meet internal and customer expectations on quality, delivery and cost. Commitment to continuous improvement and strategic operational leadership were essential to this role.• Led and coached project teams on using Lean tools to eliminate waste and improve process flow to TAKT Time, increasing velocity through the entire value stream on two critical aerospace fabrication parts, resulting in the elimination of $5M of customer overdue in 6 months. • Effectively led, trained, and coached a Tiger Team in the execution of Six Sigma tools and DMAIC process to identify root causes and develop solutions to solve complex quality problems impacting the business. Achieved successful results in eliminating braze voids and assembly faying gaps that caused added costs and delays in shipment of two major aerospace engine liner fabrication parts.• Improved process flow, WIP position, and inventory levels required for ramp from (9) to (15) liners per month through lot size optimization, queue and system lead time reduction, and an automated daily work center job scheduling/prioritization spreadsheet.Responsible for leading and driving CNC machining production at Manchester Building 3 to meet financial and customer requirements, while improving workplace organization and process flow, reducing cost, and eliminating past due on critical aerospace parts.• Effectively managed 51 direct/indirect reports while driving improvements in quality, cost, and delivery.• Managed operations and production flow through special processes including vacuum heat treat, EB Welding, TIG Welding, Laser Welding/Cutting, NDT, clean line, X-Ray, and deburr.• Developed WIP & monthly commits tracking spreadsheets to drive progress on the shop floor to meet monthly customer and financial targets.

Full P&L responsibility for a $25M CNC component manufacturer in the aerospace and defense industries, with specific focus on safety, quality, on-time delivery, cost reduction, cash management, and continuous improvement.• Effectively managed 107 direct/indirect reports with continued focus on driving process and product improvements throughout the business that align with customer requirements and impact the bottom line.• Led, mentored, and coached the Leadership Team on developing and implementing Lean/Six Sigma initiatives that drove quality and productivity improvements while significantly reducing lead time and variable costs.

Responsible for managing all aspects of material flow while maintaining accuracy and control over all planning, scheduling, procurement, inventories, and logistics to ensure customer requirements are met.• Effectively managed 14 direct reports while driving improvements in quality, cost, and delivery.• Developed, implemented. and updated numerous Lean/Six Sigma tools to improve productivity, quality, throughput, and on-time delivery. Included daily production boards with metrics, production scheduling, and multi-area workload prioritization spreadsheets aligned to customer demand.

Lean deployment champion and change agent responsible for driving continuous improvement across the business through employee training and implementation of Lean/Six Sigma tools. • Facilitated Value Stream Kaizen events to improve process flow and drive lead time reductions, cost savings, and quality improvements aligned to key business metrics and customer requirements. • Created entire facility layout in AutoCAD, which was instrumental in both relocating (11) machines for cellular manufacturing and installing a new certified clean room to planned schedule and budget.

Led and managed Lean, Six Sigma and QRM projects at the Fond du Lac operations to improve processes and reduce cost. Served as Project Manager for all new product development (NPD) projects. • Mentored, coached and supported Black Belts and project teams in the application of Lean and Six Sigma tools and methods. Successfully led project teams in process and product cost reduction efforts.• Developed and implemented new standard NPD process. Led cross-functional teams through Six Sigma DMEDI process to ensure project requirements, planned costs, and speed-to-market targets were met.

Sterling Heights, Mi, Us

Deployment Champion responsible for driving and standardizing Lean, Six Sigma and QRM methodologies across all MAG North America operations to improve critical business processes that drive financial results.• Led, mentored and coached Six Sigma DMAIC, Lean and QRM project teams to drive cost savings, lead time reductions, and quality metrics aligned to key business objectives. • Facilitated and provided active and assertive leadership in problem solving efforts on key projects to improve quality, reduce cost, and improve cycle time.• Conducted Lean and Six Sigma Yellow and Green Belt training. Hands-on experience facilitating Kaizen events and Value Stream Map exercises to identify and eliminate waste.

Responsible for assembly production planning, leadership of workforce, and execution of assembly processes to ensure compliance with product schedule and quality standards. Effectively managed assembly and installation operations to ensure production requirements were met and aligned with customer expectations for quality and on-time delivery. • Effectively managed 115 direct/indirect reports and > $350M of OEM machine production requirements on assembly floor through installation completion. • Developed and managed Assembly and Installation cost center budgets and capacity plans. Successfully managed assembly and installation project costs to exceed margin and EBIT targets.• Successfully implemented Lean principles on assembly floor to reduce cost and lead time. Included 6S, floor rearrangement, cellular manufacturing, POUS, visual management, Kanban and line balancing.

Kohler, Wisconsin, Us

Project Lead for India and China Vitreous Greenfield facilities responsible for providing leadership for planning and execution of facility launch and production ramp process. • Partnered with business units and other corporate functions for development of product identification, hiring plan, training plan strategy and ramp profile. • Collaborated on plant layout designs that incorporated Lean Manufacturing principles and efficient and effective operation that maximized utilization of manufacturing personnel, equipment and materials.

Auburn Hills, Mi, Us

Managed new model transmission and capacity expansion programs within Advance Manufacturing Engineering Powertrain group. Supervised (9) manufacturing engineers at Indiana Transmission Complex.• Successfully launched (3) major transmission programs as lead manager, which included installation and retool of over (270) pieces of equipment and automation in assembly, sub-assembly, final test and machining areas with a $34M budget. • Effective project management, prioritization and careful scrutiny of timing and cost objectives kept program deliverables on track and to budget.

Auburn Hills, Mi, Us

Coordinated and managed installation of over (350) pieces of equipment and automation in assembly and machining areas for (4) major transmission programs with budget of > $45M. • Provided cost estimates, participated in design reviews and supplier runoffs, wrote requisitions for installation and service support, managed equipment installation and qualification, resolved safety and ergonomic issues, and provided final documentation.• Developed installation layouts in AutoCAD, scope of work documents, bid packages and installation schedules for site preparation and installation of new machinery, automation and auxiliary equipment.

Managed daily operations and supervised (6) engineers in the Industrial Engineering Department. Implemented Lean Manufacturing principles throughout plant and improved plant productivity through continuous improvement. Responsible for manpower utilization, daily operating cost tracking and plant scheduling.

Applied Lean Manufacturing principles to (12) automotive lighting assembly lines, which resulted in a manpower savings of (67) personnel and a cost savings of $4.8M per year. Maximized plant efficiency by analyzing layout of equipment, workflow, assembly methods, and work force utilization.

Supervised up to (65) skilled hourly employees and monitored $17M of annual tooling operations involving maintenance and new-build of plastic injection molds. Managed workflow through department to meet daily scheduling, and optimized use of materials, personnel, and equipment.

Provided technical support for injection molding operations, maintaining quality requirements in accordance with QS9000 policies and procedures. Improved molding efficiency by applying problem solving techniques to reduce cycle times and minimize scrap.

Washington, Dc, Us

As Assistant Operations / Staff Officer, supervised pre-deployment training and monitored the readiness status for (24) Maritime Special Operations (Navy SEAL) platoons at Naval Special Warfare Group ONE in Coronado, CA.