Michael Maxon Email & Phone Number

Operational Excellence Consultant

Greater Memphis Area

Mimeo is a venture capital owned on demand printing company that focuses on giving time back to our customers. I was brought in to help facilitate the growth by implementing Lean/CI, Quality systems, and overall stable processes to ensure the growth is profitable. Mimeo is a global company with sites in the US and Europe. • Developed and Implemented a Mimeo Quality Management System leading to the best global quality metrics in the history of Mimeo• Productivity savings of over 1.5% of revenue each year I have been at Mimeo• Improved productivity by 25% at all 3 sites that produce School Planner Products• Implemented pull systems in key areas to improve overall throughput and quality• Defined and Implemented value streams to reduce overall direct labor by 15%• Improved flow of material reducing manufacturing lead time by 75%• Mentored / coached operations leadership to improve overall operations effectiveness and develop a true culture of continuous improvement

Franklin Tn

The Carlstar Group is a private equity owned company bought to be improved then sold in 4 years. Developed and implemented a business system based on the Toyota Production System and the Danaher Business System. The Carlstar Business System was developed to improve margin thus enhancing multiple when The Carlstar Group is sold.• Led the Carlstar Business System immersion process for 120 key Carlstar Leaders.• In 2015 implemented the Carlstar Productivity Improvement Process that saved over $7 million.• In July 2015 facilitated an order to cash kaizen that reduced past dues from $3 million to $300k.• In September 2015 conducted a man machine balance activity in Edwardsville, Kansas that reduced required manning from 35 to 17 during peak season. An Annual savings of $300k.• 2014 through 2015 coached a group in Ontario, California tasked to improve the manufacturing layout and implement continuous flow. The outcome was lead time reduction from over 3 weeks to under 3 days while reducing manning by 35 people. Saving over $1million annually.Facilitated the CI implementation that helped sell the Belts division at a 5 year projected multiple.

United Kingdom

Responsible for ensuring sustainable development and continuous improvement of GKN Land Systems global operations by providing strategic direction in safety, quality, lean, supply chain and manufacturing engineering in line with customer requirements, global processes & GKN best practices. • Led the development of the 2015 Land Systems global manufacturing strategy.• Developed and coordinated the TEAM WORKING approach in Land Systems that promoted advanced use of lean tools. Savings of over $800k were achieved.

United Kingdom

Established the first Project Management Office including standard tools and templates used to deliver projects on time and to budget. Identified, developed and delivered key divisional projects required to establish overall strategic business objectives. • Executed the seamless integration of Stromag, supporting divisional strategy.• Advanced organic growth in China by implementing a new DUJ product line.

United Kingdom

Introduced the strategic development and deployment of the Land Systems Lean Enterprise Strategy, including People, Production, and Business Process Excellence. Represented Land Systems on the GKN Lean Directors forum establishing a structured methodology across all of GKN.• Developed, educated, and implemented a Lean Enterprise at 40 sites with over 4000 employees.• Improved ROS at Woodridge, Illinois site from 8% to over 16% by implementing lean systems.• Saved key sites in Germany, during the economic downturn of 2008, using lean tools to improve working capital, site lead time, and overall productivity.

Executed strategic development and implementation of Lean Enterprise for 14 sites in Europe. Including the mentoring, guiding, educating and supporting of Site Continuous Improvement Leaders, Business Process Continuous Improvement Leaders and Lean Enterprise Steering Committees.• Decreased line side inventory from 2 weeks to 8 hours at the Erdington, UK site.• Reduced lead time from 5 days to 0.5 days at a forge in Spain.• Used business process mapping to reduce lead time on RFQ by 33% in France.• In Poland used value stream mapping to improve output by 58% in 2 months.

Birmingham, United Kingdom

Executed strategic development and implementation of Lean Enterprise for 14 sites in Europe. Including the mentoring, guiding, educating and supporting of Site Continuous Improvement Leaders, Business Process Continuous Improvement Leaders and Lean Enterprise Steering Committees.• Decreased line side inventory from 2 weeks to 8 hours at the Erdington, UK site.• Reduced lead time from 5 days to 0.5 days at a forge in Spain.• Used business process mapping to reduce lead time on RFQ by 33% in France.• In Poland used value stream mapping to improve output by 58% in 2 months.

Birmingham, United Kingdom

Successfully led the Hampstead Forge including all the financial, budgetary, and operational activities. The forge employed over 120 people and produced forged components for the automotive market. • Improved stock turns by over 37%, people productivity by 20%, and recorded the highest output week ever while increasing change overs by 50%.

North Caroline, Germany, South Carolina

GKN Driveline, Columbia, South Carolina, Business Unit Manager (2004 – 2006)Managed the Prop-shaft Assembly Business Unit and all the financial, budgetary, and operational activities including production planning and scheduling.• People productivity 26% above budget, reduced external quality concerns by 50%, on time delivery was 99.9%.Site Manufacturing Engineering Manager (2002 – 2004)Managed lean enterprise implementation, product launch, engineering change control, capital expenditure, advanced manufacturing engineering, industrial engineering, and manufacturing engineering.GKN Driveline, Lohmar, Germany, Manufacturing Engineering Manager (1998 – 2002)Responsible for the global sourcing and global capacity management of the Driveline division. GKN Driveline, Roxboro, North CarolinaAdvanced Manufacturing Engineering Lead (1996 – 1998) GKN Driveline, Alamance, North Carolina Manufacturing Engineer (1995 – 1996) GKN Production Systems Coordinator (1992 – 1995) Training Manager (1991 – 1992)

Masters, Integrated Manufacturing Systems Engineering

Bs, Mechanical Engineering