Every business is unique. The Conlon Group assists businesses to improve their bottom line immediately and into the future. How well are the individuals and processes of your organization working together to achieve the results for which you’re striving?We partner with our clients to help them determine where they want to go (what results they want to achieve) and how they’re going to get there (the action plan to make that happen). The Conlon Group helps clients to develop and manage strategic, cultural, and structural changes within their organizations. By working together, we can provide personalized processes and support materials that help turn goals into reality. We help organizations align their strategic plan, people, and systems in order to gain a competitive edge.• Increased a Chemical Manufacturer’s output by facilitating Lean Six Sigma training and leading a Kaizen event• Dramatically reduced line downtime for a frozen food manufacturer by delivering Lean training and implementing Kanban systems throughout manufacturing• Positioned a Window Manufacturer to improve warehousing efficiency and lower facility costs by consolidating an external warehouse• Led a networking company through the complete strategic cycle, developing strategies and tactical plans that led to significant increase in membership in new marketsLearn more at TheConlonGroup.com

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Agile Lean Transformational LeadershipOrganizational Leadership

Recruited as an Interim General Manager to manage the business during the closure and product transfer to four different locations. Challenged to meet our Tier 1 Automotive customer’s expectations through the transition, meeting their Quality and Stock demands • Maintained a high level of morale throughout the organization, ensuring all employees felt valued for their contributions through Gemba Walks, practicing Walk Around by Management and employee involvement. Minimized turnover throughout the business closure • Met customer safety stock requirement for an additional 6 months to 1 year of product prior to the product relocation. Transitioned the factory to a 24/7 operation from a 16/6 operation• Focused personnel on process improvements reducing defects on some processes from as high as 25% to less than 5%. Productivity improved by 15% overall throughout the plant• Lead and managed the transfer process ensuring that all receiving plants were properly engaged in the transfer process, qualifying and ramping to meet customer demand• Ensured Supply Chain scaled to meet our significant and urgent demands

Recruited to revive a struggling division and improve customer relations, to become a turnaround story. Integrated two business units into one organizational structure to leverage personal skill sets and leadership to run as one business unit. Leadership focused on changing the way they did business and Instituted best practices in Master Scheduling, Visual Management, Leadership and Management by Objective. Improved EBITDA >40% by having leadership focusing on goals and objectives, ensuring everyone understood their responsibilities and that the company is counting on their performance thus creating a sense of urgency towards operational excellence. Focusing resources on process improvement allowed for significant improvements that included:• Reduced Quality Incidence, year over year, by 32%• Improved On-Time delivery >25%• Improved Safety Incidences >50%

Directed operations at three manufacturing facilities and collaborated with functional areas to integrate processes and build synergies. Championed Kaizen events, throughput, line balancing, quick changeover and 5S initiatives across operations and internal/external supply chain.Significantly boosted revenue, increased production capability, and improved operational effectiveness through strategic planning and rationalization of all manufacturing processes and equipment. Enhanced owner and management knowledge of business metrics, by implementing KPI scorecards.Integrated tooling production, painting and strutting to optimize outsourcing, reduce vendor set-up charges and keep work in-house. Cut lead times > 50%+ by streamlining manufacturing flow and replacing independent bulk production centers with dedicated machining work cells. Reorganized organizational leadership to ensure cross-functional alignment and improve quality and productivity. Restructured manufacturing at the company’s New Castle operation to markedly increase capacity and output. Led start-up of a third manufacturing facility to increase overall capacity.

Joined the company to help an entrepreneur build a profitable business developing and producing recycled plastic products. Secured licensing partners. Built relationships and sold green recycling concept to major corporations. Led all operations and material sales.Built the organizational structure and introduced 200 new products created from recycled materials. Developed international supply chain and secured manufacturing partners in China, Mexico and Canada.Transformed the operations team into an organization focused technology and product development driving the sale of engineered compounded plastics. Facilitated direct delivery to customers by establishing two distribution centers in the US for products.Significantly Increased overall revenues in only one year. Cobranded and sold nine products from reengineered plastic for US industry leader.

Recruited by Tier 1 supplier to build and operate a start-up metal enclosure assembly facility that would supply generator canopies to a Fortune 100 construction equipment company.Built the greenfield operation from the ground up. Finalized the location, hired the management team and support staff, ramped production to three shifts, and enabled delivery on a $50M annual contract.Developed and implemented all internal operations and business procedures and systems, including manufacturing, quality and inventory control. Created business model and system for quick-order turnaround utilizing Kanban system.

Drove operations excellence for a family-owned business that needed to instill discipline in operations management and face significant competitive pressure. Managed overall operations, including manufacturing, facilities, engineering, safety and customer service. Mentored and enhanced owner’s understanding of business threats.Gained efficiencies and significantly reduced component shortages by introducing vendor-managed inventory, and integrating vendors into the company’s Kanban and JIT systems. Improved the bottom-line and enhanced the company’s competitive position by opening a sourcing office in Hong Kong that drove positive cash flow in the first year.Led Lean Manufacturing cross-functional teams that rationalized most of the factory and enabled Oakworks to become a medical products Tier 1 supplier. Created Kanban system between departments, and introduced cellular manufacturing – enabling faster new employee training, and decreasing labor, WIP inventory, and parts outages.

Provided operations leadership in an environment experiencing dramatic growth in telecom customer demand. Played a key role in relocating the plant to China.Positively transformed the operation by instituting best practices, replacing batch assembly with production line and introducing second shift to markedly improve efficiency, production and capacity.Spearheaded an initiative that eliminated defects and improved quality levels from 3.0 sigma to 4.5 sigma; leveraged Six Sigma methods to identify root cause and reduce variation in tests.

Overview: Spearheaded start-up of new business unit and subsequent growth of Fremont facility from $20 million socket manufacturer to $30 million small-form PCB assembly operation. Retrained all production and management personnel and hired necessary technical and leadership personnel. Relocated socket manufacturing to a New Jersey facility; developed and ramped both businesses simultaneously, and experienced tremendous growth in a dual start-up situation. Accountable for P&L of both locations, with $50 million in revenues and 450 staff. • Reduced PCB and component inventory to $100,000 by negotiating consignment and vendor-managed inventory contracts with vendors and distributors.• Realized additional 20% gain to margin through increasing productivity. Redesigned component assembly production by implementing inline pull system for all products. • Developed project management program to gather and cultivate sales leads for small form factor business. Upon identifying a lead, assembled a cross-functional team to handle the project from quote to shipment. Met market demands by taking customer concept and developing prototype with production processes within 20-day timeframe.• Grew production in Mexico plant to $100 million by transferring 29 product lines to Juarez to reduce labor and overhead costs. Inspired customer confidence through on-time delivery of quality products. Developed management staff for plant operations, increasing employees to 1,300.