Mark N. work email
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Mark N. personal email
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Lean-focused operations leader with a passion for coaching and developing highly performing teams that exceed business goals.Broad technical and operations leadership experience in manufacturing environments.Approachable, collaborative, & respectful leader that engages with teams to drive accountability and process discipline.Key Competencies:Safety & Lean Culture -• World-class Safety Results & Culture • Proactive Safety Risk Reduction (SFMEA) • Reactive to Proactive Culture Change • Hands-on, Tactical Lean Implementation • Performance Metrics & Risk Management • Driving Employee Engagement • KaizenQuality -• Process Development, Improvement & Governance • Built-in Quality • 5S • DMAIC Root Cause Analysis & Problem Solving • Plan-Do-Check-Action (PDCA) • Proactive Risk Reduction (PFMEA)Cost Reduction & Budget Planning -• Operations Budget Planning & Governance • Value & Non-Value Analysis • Line Balance & Waste Elimination • Driving Cost Accountability to Team LevelCapacity Planning - • Multiple New Plant Greenfield Startups • Multiple Plant Ramp Downs (Closures) • Capital Project Planning & Implementation • S&OP Planning • Capacity ExpansionLeadership -• Engineering Management • Manufacturing Engineering • Industrial Engineering • Strategic Planning • Advanced Planning • Operations Management • Site LeadershipManufacturing Environments -• Precision Machining • Assembly • Discrete Manufacturing • Automotive • Component Manufacturing: Axles, Engines & Transmissions • Heavy Equipment/Machinery • Job Shop • Product-based, Line ProductionContinuing Professional Development -• John Maxwell leadership training• Caterpillar Functional Leadership Training• Completed Green Belt training• Certified in Development Dimensions International (DDI) Targeted Selection Interview Training• APICS CPIM, Association of Operations Management
Self-Employed
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Portfolio ManagerSelf-Employed Oct 2023 - Present
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Director Of EngineeringWhirlpool Corporation Nov 2019 - Sep 2023Benton Harbor, Michigan, Us -
Plant Manager / Site LeaderCaterpillar Inc. Sep 2016 - Jun 2019Irving, Texas, UsAccountable over a facility producing transmissions for Caterpillar medium-sized construction equipment, with direct management of a team of 170 employees and a 250K square foot assembly and paint manufacturing space. Oversaw the profit and loss for significant annual operating budget and extensive cost of sales. Developed and implemented strategic buffer planning and execution to seamlessly enable capital equipment relocation. Retained employee engagement throughout closure process, ranking as second highest engagement score throughout division. • Achieved four promotions throughout tenure due to focus on delivering exceptional results and leading highly-performing teams. • Manage the initiative to plan, announce closure, and ramp down Dyersburg Transmission Facility, in alignment with corporate restructure, while meeting budget within 2% of established target. • Maintained world-class safety record of zero recordable injuries in operations, ensuring compliance with organizational safety standards.• Closed 2018 with best quality ratings since the plant opened in 1996 due to attentive management.• Met established project objectives while manufacturing reassigned high-margin products as single-source of production from closing facilities.• Effectively managed and reallocated workforce resources, enabling team leaders to participate in decision making processes, thereby encouraging buy-in, maintaining team morale in demanding and uncertain times to drive morale.• Scheduled training courses and certification opportunities prior to plant closure to facilitate opportunities for internal promotion or external positions at higher levels. -
Group Operations ManagerCaterpillar Inc. Oct 2015 - Sep 2016Irving, Texas, UsDirected operations for a team of 80 employees throughout 300K square foot assembly and paint manufacturing facility. Spearheaded restructuring initiative in assembly to ramp down Winston-Salem facility through closure, delivering customer ship date performance of 100% against 98% target. Established trust with teams and provided guidance, encouraging top performers to transition into different business units to retain talent and cultivate tenure where possible, addressing concerns as allowed, based upon confidential plans. • Implemented a proactive safety process with recognition point rewards for risk identification to mitigate hazards, resulting in a world-class safety record ranking, with six value streams recordable injury free for four consecutive years, generating employee input and accountability.• Delivered operating budget within 2% of target.• Led regular employee communication meetings to respond to team concerns with empathy, providing details as permitted without violating non-disclosure agreements.
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Manufacturing Engineering ManagerCaterpillar Inc. Nov 2012 - Oct 2015Irving, Texas, UsManaged a technical team of 12 onsite and nine offsite staff including Manufacturing Engineers, Technicians, and Continuous Improvement Leads to produce axles and front wheel assemblies for large mining trucks. Ensured productivity and performance of equipment and processes for 300K square foot assembly and paint manufacturing floor space. Accountable for a large annual operating budget, with comprehensive profit and loss oversight. Maintained safety protocol for goods weighing between 10 and 50 ton final products. • Benchmarked workflow, expenses, and productivity to contain costs significantly, transitioning data entry process from offshore team to internal employees, decreasing employee related costs by seven staff members, rapidly training internal staff on new processes while simultaneously improving quality of deliverables. Annual cost savings of $400k by insourcing routing work.• Spearheaded internal business unit culture form one of reactivity to proactive and metrics focused, aligning people and processes to drive performance and simultaneously increase employee satisfaction and retention. • Successfully launched seven new products within established plan timeframe.• Interviewed, hired, trained, managed, and developed entire manufacturing team and hourly workforce, focusing on succession planning and enhancing employee strengths.
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Manufacturing Engineering Project Manager-Strategic & Advanced PlanningCaterpillar Inc. Jul 2007 - Nov 2012Irving, Texas, UsLed team of ~30 cross-functional members to plan an assembly facility focused on manufacturing axles and front wheel assemblies for large mining trucks. Built consensus across team consisting of Manufacturing Engineers, Consultants, Contractors, and Integration/Equipment Suppliers, with oversight of a $55M budget and accountability to plan 300K square foot facility, mitigating workflow downtime through transition to new facility. Analyzed data, including process cycle times, to mitigate risk to project. Oversaw concept through launch of assembly portion of facility project. Supported the development of Strategic Operating Process Plan (SOPP) used as a future state model for new facility.• Upon identifying inconsistencies in cycle time data, collaborated with management to conduct time study project, thereby reducing costs associated with purchasing high-dollar equipment by $5M+, delivering significant return on investment associated with project.• Completed project, leveraging robust time study data, including tooling, process time, and labor requirements, thereby projecting accurate budget, and meeting costs within 1% of target by month to forecast.• Seven product models were successfully transitioned to new facility in alignment with project milestones.• Benchmarked internal and external plants to incorporate best practices into planning.
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Industrial Engineering ManagerChrysler 2005 - 2007London, England, Gb• Engineering Manager responsible for labor levels, cost reduction, and hours per vehicle metrics.• Develop annual labor level forecast and work with accounting to incorporate in business plan.• Develop forecast for labor hours per vehicle and implement plans to meet forecast. -
Project Manager - Industrial EngineeringChrysler 2002 - 2005London, England, Gb• Team lead over engineers for projects to improve manufacturing operations efficiency for facilities in division. • Gather baseline data, evaluate and identify opportunities for productivity improvements. • Recommend improvements to plant staff and provide business case to support.• Assist in training exercises to support corporate lean initiatives.• Executed efficiency improvement projects in 5 assembly plants resulting in over $14m in annual cost savings.
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Toolroom And Cuttergrind Area ManagerChrysler 1998 - 2002London, England, Gb• Support launch of two high volume automotive engine plants• Design layout and workflow for new toolroom for new engine plant.• Identify capital requirements and design process flow for cutter grind department for plant expansion. • Interview, hire and onboard new skilled employees. • Supervise new employees, track and report facility metrics, and run projects to improve equipment uptime.• Responsible for all plant cutting tools, budget and cost control for high volume engine plant
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ToolmakerChrysler 1994 - 1998London, England, Gb• Machining, preventive maintenance, troubleshooting, spindle/fixture alignment of dedicated transfer production lines for engine components: Blocks | Crankshafts | Connecting rods | Pistons | Camshafts | Cylinder Heads.
Mark N. Skills
Mark N. Education Details
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Eastern Michigan UniversityManufacturing Technology -
Schoolcraft CollegeManufacturing & Production Planning
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Schoolcraft CollegeCertification - Toolmaker/Gages - U.S. Department Of Labor
Frequently Asked Questions about Mark N.
What company does Mark N. work for?
Mark N. works for Self-Employed
What is Mark N.'s role at the current company?
Mark N.'s current role is Portfolio Manager.
What is Mark N.'s email address?
Mark N.'s email address is ni****@****ail.com
What schools did Mark N. attend?
Mark N. attended Eastern Michigan University, Schoolcraft College, Schoolcraft College.
What skills is Mark N. known for?
Mark N. has skills like Lean Manufacturing, Automotive, Manufacturing, Heavy Equipment Manufacturing, Product Development, Powertrain, Process Engineering, Project Management, Machining, Manufacturing Engineering, Industrial Engineering, Process Improvement.
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