Michael Juliano Email & Phone Number

Blythewood, South Carolina, United States

• Tasked with turnaround of an underperforming Hyrail Manufacturing area• creating a transformation plan and reorganized the structure which cultivated an on time delivery improvement from 64% to 95%, • productivity improvement from 72% to 95%, • achieved first time deliveries which was a first in the plant's history of the Columbia facility. • Responsible for leadership, including mentoring, coaching, and training, while creating an environment of safety, teamwork, and accountability. • Responsible for 41 direct and indirect reports in production, manufacturing engineering, and buying/planning in a custom-engineered, build-to-order environment for the Rail Construction Equipment• focus on Hyrail, Tamper, Protran Electronics, REMAN and Aftermarket Kitting; to meet monthly sales of 3 to 5M for both Domestic and International.

Tasked with day to day operations in Purchasing, Production, Paint, Weld, Engineering and Transportation. Mapped, defined and implemented change management in purchasing, production and manufacturing, reduced overtime from 28% to 5.5 %in 2016 versus 2015. Negotiated supplier costs, transportation costs resulting in 30% savings. Developed daily, monthly and forecasted production goals based on forecast sales. Led team on Lean and Continuous Improvement transformation with cell design, material flow, process improvements, while working with management team to develop criteria for future assembly processes.

Jasper, In

Created, spearheaded, and executed the Industrial Value Stream Multi Site Transformation Plan incorporating Lean and Six Sigma methods within Ariens Specialty Brands to deliver bottom line, quantified results. Perform business assessments. Plan, facilitate, execute kaizen events, and sustain improvements through standard work and procedures while driving the cultural transformation of employee engagement, creativity and accountability. Tasked with and led training and implementation of Lean Initiatives for 7 Distribution Centers. Focus over 15 months evaluating older warehouse locations, resize, relocate and create new material flow along with Capacity improvements.

Racine, Wi

Tasked with evaluating and implementing cost reductions through logistical moves, display, presentation, cost savings initiatives and non-value activities which resulted in restructured delivery routes, timing, assembly methods for manufacturing; resulting in a cost avoidance of 87K for 2012 Model Year and reduction in labor/material flow breakdown resulting in generating a Cost Plus contract with savings to 1.8M over 2-year period. Project Manager in Case Grand Island with focus on implementation of 3 Tier Mezzanine, restructure of pick/kit racking and flow, materials, warehousing and Shuttle service back to CNH eliminating 3PL resulting in cost savings of $3M over a two-year period while implementing RMO shuttle reduction resulting in 250K savings through Milk runs changes, supplier readiness, and planner requirement to forecast schedule.

Scottsdale, Az

Responsible for direction and supervision of hourly staff; LTL, TKLD, International and Domestic freight, planning, corrective actions, processes, inventory control, container and space cube utilization. Implemented root cause analysis to remove production constraints and improve product quality with focuse on production orders, schedules, delivery dates and inventory levels to determine product availability. Budgeted monthly departmental expenses and implemented cost controls.

Direction and supervision of hourly staff; inbound freight, unloading, planning for 100 doors, corrective actions, process control and proper function utilization, managing budget controls for a 1.5M square foot distribution center handling 172 stores for the western region on a daily basis. Increased goals of department from a 200 UPH to a 250 UPH, increasing nightly production plan from 18 to 24K cases with more efficient processes for trailer throughput from 16 to 26 trailers per night. Created and presented reports to Senior Management team on nightly, weekly and monthly KPI's.

Managed Shipping, Stack and Slam lines, UPS processing handling 55k to 150k ASIN's per shift, receiving parcels of 35k to 125k per shift of various ASIN's scheduled for a 650K square foot DC using RF systems; with staff of 32 in off season and 145 during the peak season. Restructured receiving process through Kaizen and process changes resulting in a 27% increase to UPH and TPH by working with department holding them accountable resulting in hourly saving of +20 or more hours per night against planned production. Managed performance reviews, corrective actions in attendance, production, behavior and safety maintaining floor presence determining failures, improvements and departments requirements.

Tasked with full manufacturing and assembly plant producing 13,000 units annually. Accountable for all functional areas of production including: assembly, manufacturing engineering, operational purchasing, material handling, and logistics. My production leadership and personnel revamped the complete manufacturing operation utilizing Lean and continuous improvement principles to transform the plant from one that was producing two air-cooled motorcycle platforms each on their own assembly line, to a plant that produced multiple air-cooled and modern liquid cooled platforms on two assembly lines. Defined manufacturing performance standards and reviewed the performance outcomes to set future targets. Increased line build from 27 bikes per day to 65 through lean initiatives resulting in First Time Complete from 56% to 94%.