Michael Scheller Email and Phone Number
Boston, MA, US
Michael Scheller's Location
Greater Boston, United States
Michael Scheller's Contact Details
Michael Scheller work email
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Michael Scheller personal email
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Michael Scheller phone numbers
About Michael Scheller
>> phone: 630-212-0307 <<>> email: mscheller200@gmail.com <
Michael Scheller's Current Company Details
Hypertherm
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General Manager - Mechanized Plasma Business
Boston, MA, US
- Website:
- hyperthermassociates.com
- Employees:
- 1345
Michael Scheller Work Experience Details
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General Manager - Mechanized Plasma BusinessHyperthermBoston, Ma, Us
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Member Board Of DirectorsAdvance Transit Jul 2024 - PresentWilder, Vermont, United States -
General Manager - Mechanized Plasma BusinessHypertherm Mar 2018 - Present
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Business Team Leader - Mechanized Plasma SystemsHypertherm Mar 2017 - Mar 2018Hanover, Nh
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Director Of Engineering, Manual SystemsHypertherm Inc. Jun 2014 - Mar 2017Hanover, Nh
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Member Board Of DirectorsUpper Valley Business Alliance Jan 2020 - Jun 2024Hanover, New Hampshire, United StatesVolunteer Director-at-Large -
Member Board Of DirectorsHanover Area Chamber Of Commerce Jan 2018 - Jan 2020Hanover, New Hampshire, United StatesVolunteer Director-at-Large -
Director Of OperationsSound World Solutions Jun 2012 - Jun 2014Park Ridge, Il -
Product Development, Operations LeaderSeeking Next Challenge Dec 2011 - Jun 2012I am a Product Development leader with 20+ years experience developing new products, enhancing existing products and delivering continual product cost reductions. I've grown to lead manufacturing, supply chain, technical support and channel sales and have added value by implementing lean principles, repairing supplier relationships and delivering unique product improvements to drive revenue and profit growth.
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Vice President, Bbh Manufacturing, Facilities And ScmBowe Bell + Howell May 2010 - Nov 2011In addition to equipment and software for the sorting market, Bowe Bell + Howell produces, sells and services capital equipment and software for the mail inserting market. I was hand-picked to be the first corporate level operations leader at Bowe Bell + Howell responsible for multiple facilities and corporate supply chain management because of my successful track record increasing profitability through lean manufacturing and team building. During my tenure the company was actively being marketed for sale, closely managing cash flow, experienced the insolvency of our parent company, filed for chapter 11 and was successfully sold to Versa Capital.►Multi-site leadership of 130+ member operations team with responsibility for $100M of revenue, $45M of margin and $56M of annual purchasing►Closed an assembly facility and relocated the product assembly to another facility resulting in $1M+ in savings and improved utilization of the core facility►Completed the centralization of supply chain activities resulting in corporate wide commodity purchasing and positioning the company to save significant product costs►Created an invigorating, challenging and collaborative work environment across geographic and culturally diverse operations teams►Integrally involved in the due diligence process for the refinancing / sale of the corporation►Led supply chain and manufacturing organizations through an extended period of cash management, parent company insolvency proceedings, chapter 11 process and sale of the US corporation►Managed operational cash-flow to meet business needs and successfully met all sales orders and supported customers with availability of spare parts through strategic re-sourcing, prioritization of inventory demand, accurate forecasting of future cash out-flow and daily review of cash requirements -
Vp, Operations And Quality (Sorting Division)Bowe Bell + Howell Oct 2009 - May 2010Greater Chicago AreaFollowing the sale of the scanner division, I was asked to remain with Bowe Bell + Howell to contribute in other divisions. The sorting division produces and sells capital equipment that separates mail pieces into logical grouping for the mailing industry. ►Improved key supplier quality through focused effort by engineering, quality, manufacturing and supply chain cross-functional team►Re-created the demand forecasting process for key supplier relationships resulting 50% reduction in supply chain inventory and repairing supplier relationships►Reduced production labor costs 40% by aligning production resources and material purchasing levels with product demand forecasts►Transitioned the sorting division to corporate SAP systems saving $150,000 of standalone system support costs►Met production delivery goals supporting forecasted sales
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Vp, Engineering & Operations (Scanner Division)Bowe Bell + Howell Sep 2006 - Oct 2009Greater Chicago AreaAs VP of engineering and operations I drastically revitalized the culture of supply chain and manufacturing groups by driving the adoption of lean principles, team development and leveraging relationships with industry experts. ►Created and introduced, in 60 days, a major product innovation to localize product performance resulting in the second largest sale in division history, first major win in China and a key win against aggressive competition►Implemented lean principals in the assembly operation improving product quality 15% and on-time delivery 30%► Improved supplier relationships and negotiated cost reductions to exceed supply chain savings goal by 200%►Implemented kanban and visual management systems which permanently reduced inventory levels by 75%, achieving 150% of inventory reduction goals and a DIOH of 15 days►Increased assembly labor efficiency by 10% by creating significant employee involvement in lean and 5S methodologies►Launched an innovative new product with 60% fewer parts and requiring 50% less assembly labor by implementing (DFMA) design for manufacturing and assembly concepts►Created a vibrant and energetic operations team responsible for all aspects of product delivery resulting in sustainable quality, labor and inventory improvements► Introduced, trained and drove adoption of design for manufacturing and assembly methods in the design process► Led monthly operational reviews with the CEO and CFO and coordinated preparation of quarterly Board of Director reviews► Integrally involved in the due diligence process for the sale of the division resulting in a successful sale► Lead member of the Bowe Bell + Howell transition team integrating our division with Kodak, the acquiring company
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Vp, Engineering, Operations And Channel Sales (Scanner Division)Bowe Bell + Howell Jan 2006 - Dec 2006Greater Chicago AreaAs head of engineering, operations and channel sales, I was responsible for the full product delivery value stream: product forecasting, product design, supply chain, manufacturing, logistics, distribution sales & relationships and level 3 & 4 technical support for service partners. Company revenues and earnings grew 100% between 2004 and 200 through a 200% increase in the numbers of products offered from OEM partners, and I expanded the talent and resources in my teams, particularly technical support and engineering to sustain the growth.►Grew revenue 35% and earnings 45% over two years through new product introductions, and channel incentive plans► Created a new, diverse engineering team through active recruiting, hiring and talent development►Improved logistics team efficiency 26% through cross-training, physical layout changes and process changes►Provided key leadership in strategic planning and implementation of new strategic direction which resulted in a broad product offering and 100% growth of revenue and EBITDA in two years►Reduced DIOH (days inventory on hand) from 45 to 30 within 6 months of assuming control of operations through vendor managed inventory agreements and correcting stocking levels►Improved the demand forecasting process for OEM products and consistently achieved inventory targets►Instituted quarterly supplier conferences to improve cross-business understanding, collaboration and strategic input►Responsible for divisional P&L management, cash and accounts payable management of company and repeatedly achieved or exceeded sales and working capital goals ►Expanded the use of SalesForce.com to implement process improvement in technical support, quality, project management, channel rebates and channel marketing management resulting in faster customer service, efficient knowledge management and better process efficiency
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Vp, Engineering & Channel Sales (Scanner Division)Bowe Bell + Howell Jan 2005 - Dec 2005Greater Chicago AreaBowe Bell + Howell scanner division sold products which included OEM/re-branded products, self-manufactured products and spare parts through a two-step channel. I accepted responsibility for world-wide channel sales with the goal of reducing operating costs and improving customer satisfaction. Domestically I was responsible for the distribution channel of products and parts; internationally, I was responsible for our partners and resellers in Europe, Middle East and Asia.►Introduced customizable products for European market resulting in higher customer satisfaction through faster product delivery, reduced channel inventory and increased model availability►Created an inside sales team, strengthened the channel sales and technical support teams and implemented innovative SalesForce.com tools to improve customer service to end users, Valued Added Resellers (VAR), distributors and field service partners►Closed the largest SE Asia deal at the time to improve annual volume 10% for two years through innovative packaging of service support, spare parts and volume pricing
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Director Of Engineering (Scanner Division)Bell & Howell Jan 2002 - Dec 2004Greater Chicago AreaI was promoted to Director of Engineering and took responsibility for the mechanical, electrical and software teams as well as technical support and depot repair of scanners. During this time, our main product was manufactured by a sister division and I was the de-facto operations manager directing their work. ► Rapidly customized our standard product to solidify sales opportunities and create strong customer bonds to our product and company► Reduced our product material cost more than 15% using DFMA and supplier collaboration►Upgraded CAD and PDM systems to Solidworks to improve design efficiency and quality of designs►Key member of a steering committee that successfully implemented a new ERP system (IFS) in 90 days with no customizations►Completed product development of our flagship product line with 50% less resources as previous flagship product utilizing industry partners and off-the-shelf technology►Successfully introduced a new version of our flagship product with minimal disruption to channel inventory by managing the upgrade of all inventory►Completed a 5 year strategic plan to greatly increase revenue and EBITDA as part of the management team►Increased cross-functional collaboration and decision making resulting in fewer design iterations and faster product launches -
Engineering Manager (Scanner Division)Bell & Howell Dec 2000 - Dec 2001Greater Chicago AreaAs Engineering Manager, I was responsible for leading the mechanical engineering team. During this period the company was actively seeking a buyer for the service and scanner divisions. The engineering team shrank due to attrition yet we began development of a new scanner that would turn into the flagship product for the company in later years. ►Led the engineering team in our move to the main Bell & Howell facility while keeping the entrepreneurial environment from our division facility ►Began development of a new flagship product with minimal (but key) internal resources by utilizing outside technical partners and OEMs
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Principal Mechanical Engineer (Scanner Division)Bell & Howell Oct 1998 - Dec 2000Greater Chicago AreaI was recruited by a manager from a previous company to join the engineering team at Bell + Howell. The Bell + Howell scanner division designs, manufactures and sells high volume document scanners used to convert information from paper to digital. As Principal Mechanical Engineer I was responsible for leading the day to day work of the mechanical engineering team, develop the team’s skills, work with customers on custom requirements and work with sales to close large sales opportunities.► Developed custom paper handling in collaboration with potential customer resulting in equipment sales in excess of 25% of the annual revenue target and a recurring annual revenue stream from new orders ►Implemented internal rapid prototyping (fused deposition modeling) and utilized that ability to create a custom document feeder that led to the largest order in the division history► Implemented a PDM system for managing CAD files and eliminated redundant CAD packages►Instituted an open office area for engineering that greatly improved collaboration
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Project ManagerTetra Rex 1996 - 1998Greater Chicago AreaTetra Rex is a division of Tetra Pak, manufacturing “gable top” (milk carton) food packaging and food packaging machines. Tetra Pak develops, produces and markets complete processing, packaging and distribution systems for food stuffs. Tetra Pak has expanded its business to include much more than packaging of liquid food products. Today, ice cream, cheese, dry foods, fruits, vegetables and pet food are examples of products that can be processed or packaged in Tetra Pak processing and packaging lines.At Tetra Rex I was responsible for the major sheet metal design for a new system development. This included all system covers (doors, glass, panels) as well as the “tabletop” or main horizontal surface. These components were required to meet a food processing standards for cleanliness and meet high usability expectations. I was promoted to manage the cap applicator system portion of the machine design which met schedule and performance requirements. Many of the unique designs I created are still incorporated in the next generation systems. The design group in Chicago was moved to Minneapolis.► Innovated new solution to problem of machine cleaning while maintaining a high level of hygiene by creating a unique interface between doors and system frame► Creatively used design concepts from other Tetra Pak systems to create a safe and service friendly method to service steam cleaning and cap applicator portions of the system► Collaborated with an international design firm to develop the “look and feel” for the system► International collaboration with corporate design and process team in Sweden.► Member of the Pro/E steering group.
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Mechanical EngineerFluid Management 1993 - 1996Greater Chicago AreaFluid Management (now a part of IDEX) is the leading manufacturer of fluid dispensing equipment for the paint industry. Key customers were large box home improvement stores such as Home Depot and ACE. Equipment is electro-mechanical systems with precision pumps controlled by embedded and PC based controls. Fluid Management was vertically integrated and had sheet metal, machining, screw machines, powder paint, welding capabilities in house in addition to assembly and test.► Awarded Design Engineer of the year for work on multiple projects► Awarded Time to Market award and nominated for three other project awards► Lead engineer on the implementation of electronic document management system (PDM) for engineering CAD files► Lead engineer selecting and designing the physical user interface, industrial design and all sheet metal design.► Utilized AutoCAD and AutoCAD Inventor CAD packages -
Design EngineerGeneral Electric Aircraft Engines 1989 - 1993Cincinnati, Ohio AreaAt General Electric Aircraft Engines I held design positions on YF120, CF6-80C2, CF6-6 engine programs. While at GE I graduated from the Advanced Courses in Manufacturing (ACM) and received my Masters in Mechanical Engineering from the University of Cincinnati. I was identified as a high potential employee and informally rotated through various functions of the business to back-fill employees who had been laid off. Eventually, the layoffs caught up with me and I was let go in 1993.► Various design engineering roles: Finite element analysis (FEA) of bladed disks (BLISK) & airfoils, determination of repair limits on low pressure turbine (LPT) airfoils using FEA, creation of repair guidelines for removal and replacement of high temperature airfoil coatings, bolt design and analysis, “configuration” design (vibration analysis, serviceability design) of engine exterior components ► GE Workout training to eliminate waste in processes► Advanced Course in Manufacturing: o Capstone project resulted in significant improvement in airfoil balancing and fan assembly cells by redesigning the assembly process to have a complete set of fan airfoils delivered to the engine cell versus individual airfoils. Problem solved: excess inventory at fan cell created inventory waste, consumed valuable floor space and created opportunity for material damage while the inventory was waiting to be used.
Michael Scheller Skills
Cross Functional Team Leadership
Product Development
Process Improvement
Lean Manufacturing
Manufacturing
Management
Business Process Improvement
Leadership
Strategic Planning
Supply Chain Management
Business Development
P&l Management
Design For Manufacturing
Team Building
Forecasting
Product Design
Continuous Improvement
Operations Management
Supply Chain
Value Stream Mapping
5s
Engineering Management
Business Strategy
Fmea
Erp
Salesforce.com
Product Launch
Strategic Partnerships
Budgets
Manufacturing Operations Management
Coaching
Root Cause Analysis
Cad
Product Lifecycle Management
Finite Element Analysis
Trade Shows
Pdm
Mentoring
International Business
Dfmea
Dfma
Culture Change
Rohs
Design For Assembly
Development Of Teams
Channel Management
Cash Flow Management
Erp Implementation
Division Management
Sheet Metal Design
Michael Scheller Education Details
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Business Administration -
Mechanical Engineering -
Aeronautical/Aerospace Engineering -
Engineering
Frequently Asked Questions about Michael Scheller
What company does Michael Scheller work for?
Michael Scheller works for Hypertherm
What is Michael Scheller's role at the current company?
Michael Scheller's current role is General Manager - Mechanized Plasma Business.
What is Michael Scheller's email address?
Michael Scheller's email address is ms****@****ois.edu
What is Michael Scheller's direct phone number?
Michael Scheller's direct phone number is +160329*****
What schools did Michael Scheller attend?
Michael Scheller attended University Of Illinois At Urbana-Champaign - College Of Business, University Of Cincinnati, University Of Illinois Urbana-Champaign, Eastern Illinois University.
What skills is Michael Scheller known for?
Michael Scheller has skills like Cross Functional Team Leadership, Product Development, Process Improvement, Lean Manufacturing, Manufacturing, Management, Business Process Improvement, Leadership, Strategic Planning, Supply Chain Management, Business Development, P&l Management.
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