Beth Posey-Leonhard Email & Phone Number

Leadership Coach for Region DSociety Nominating Committee

Fairburn, GA Insulation Plant

Blue Anchor, NJ

• Accountable for all aspects of plant operations, including safety, food safety, product quality, environmental compliance, production execution to schedule, financial performance, and employee engagement in a 120.
• Reduced recordable injuries by 50% in last half of 2012 and obtained record of 6 months without an injury.
• Recruited and hired 7 staff members, several as a result of performance management.
• Led team through start-up of new equipment and repair of out dated equipment to meet production standards in Q1 of 2013.

Battle Creek, MI

Led sanitation improvement projects across 6 frozen food plants.

Midland, MI

• Accountable to set strategy and lead the safe start-up of a greenfield chemical plant using a chemical vapor disposition process to produce SiC coated filaments.
• Led the final phases of construction to meet January 2009 completion target.
• Led the commissioning of facilities and process equipment along with resolution of design and installation issues.
• Developed manufacturing budgets and cost models which included staffing, operating expenses, and capital requirements per the strategic direction.
• Recruited and hired the engineering staff, operations team, and maintenance team.
• Led the team through start-up of pilot process equipment including introduction of hazardous gases and product qualification.

Toledo, Ohio Area

• Accountable to drive product solutions to commercialization through multi-functional teams, identify customer needs and market trends, execute product line rationalization, oversee the making of specialty/custom.
• Led development and market launch of four new products and variations which became top-ten products, doubled sales volume, and decreased cost 10% in three years.
• Directed product development for a new brand and product line for retail using new creation processes in half the time from idea development in France to manufacturing and launch in the US.
• Led development and manufacturing start-up team for a lower price-point product line using new technology and innovative thinking.
• Created and commercialized first-ever private label product on time and at budget.
• Improved plant-to-plant color consistency and reduced customer complaints by 20% through championing master control specification development for 20 textures and 100 colors.

Toledo, Ohio Area

• Responsible for over 50 specialists and team leaders, working with plant personnel, sales and business leaders to improve processes and resolve issues from order to cash and delivery on time as promised.
• Managed diverse teams including Customer Service Reps, Transportation Specialists, Pricing Administrators, and Bill and Collect Specialists supporting four business units in the Eastern US, Canada, and globally.
• Improved delivery to promise 5%, call answer rate to over 95%, and accounts receivable to 95% current by coaching team leaders to direct and motivate their specialists.

Amarillo, Texas Area

• Responsible for all aspects of manufacturing from furnace to warehouse ($100 million), including Six Sigma, customer satisfaction, the Quality System, strategic and capital planning processes and 18 first-line leaders.
• Selected as Interim Plant Leader for five months based on manufacturing and leadership expertise.
• Achieved 70% reduction in recordable injuries, manufacturing costs on par with overseas plants, production operating efficiencies remained stable with aging equipment and major glass furnace leak, and15% reduction in.
• Led Six Sigma black belts to develop plant strategy for training and plant-wide involvement in Six Sigma, and championed their projects.
• Acquired capital money to expand production 20%, upgrade fabrication equipment and rebuild glass furnace, as plant champion to Global Product Strategy Teams.

• Responsible for all aspects of Roving manufacturing from glass forming to the warehouse ($25 million). Direct reports included two manufacturing engineers, 10 first-line leaders and over 200 union employees.
• Achieved 10% cost reduction, 40% fewer quality complaints, 20% less landfill waste, and 20% reduction in recordable injuries by re-aligning resources and sharing metrics to gain employee involvement.
• Championed two furnace rebuilds and installation of plant-wide material handling conveyor ($50 million).
• Key manufacturing member of business-unit wide Steering Team (global waste elimination of 15%) and Global Product Strategy Team.

• Responsible for capital equipment projects and facility maintenance within 80 year-old facility which produced textile yarns, specialty rovings, and continuous filament mat. Direct reports included three engineers.
• Led team in implementation of new maintenance management system, control of hazardous energy, equipment reliability program, and training improvements.
• Partnered with Union leadership to create self-directed work team.

Led plant in obtaining ISO 9002 Registration. Led technical teams (Manufacturing, product and project engineers, maintenance, cost analyst, scheduler) for plant-wide raw material mixing process and four product lines in daily manufacturing operations, implementation of capital projects, and resolution of customer issues.Implemented capital equipment.

Federal Way WA

Professional Development Program (PI) at the S&T center in Fedral Way, WA.

Ms, Operations Research, Mathematical Science

Clemson, SC Teaching Assistant

Ba, Mathematics With Distinction

Activities and Societies: Scholarship Athlete for VolleyballConway, Arkansas Recipient of Hogan Prize for Mathematical Excellence.

College Prep

Rockville, MD