Raymond A. Chappell, Mba Email & Phone Number

Recruited to lead/rebuild operations in multimillion dollar companies supplying US and international customers. Managed manufacturing, quality, purchasing, sourcing, supplier selection, and logistics. Ensured product quality and availability, customer service and financial expectations were achieved. Reported to President/CEO.• Responsible for P&L and created monthly financial reports.• Developed a strong relationship with the leadership teams and employees to build open communications and cross functional development.• Managed and structured operations, eliminating waste and improving productivity with more employee engagement and process improvements.• Realigned employees pay structure to attract and retain staffing in all areas of operations.• Implemented quality compliance program to ensure ISO recertification in March of 2023.• Leveraged ERP systems data to drive and streamline improvement efforts.• Increased monthly revenue 75% in 3 months through collaborative efforts with the leadership teams while increasing production efficiencies 30%.• Implemented an initiative to improve our scheduling process to ensure proper sequencing of orders (the right products at the right time in the right sequence) while driving down backlog and increasing OTD 20%.• Implemented program to evaluate supplier competitiveness, inventory management and OTD.• Reduced company backlog 73% through a combined effort with customers and understanding their production requirements.

General Manger for Ashtabula Rubber Company. Responsible for P&L and all facets of operations including: safety, engineering, scheduling, purchasing, inventory, maintenance, capital expenditures and, staffing. Experienced Leader with a track record of success building high-performance teams to achieve operational excellence across multiple markets. Inspiring associates to attain personal and professional growth before and during the Covid-19 pandemic. Advanced in training and motivating a variety of teams and managers to achieve and surpass organization objectives. I leverage 25 plus years of Operations, Lean Manufacturing and Leadership expertise in a challenging role with a world class manufacturing company

I believe change brings opportunity. As an operations leader, I am known for driving change and increasing quality and efficiency through intentional design. I work tirelessly to coach and mentor teams to strategically implement constructive and sustainable changes to elevate a company’s market position.Throughout my career, I took on increasingly diversified roles to develop a solid cross-functional skill set. As a result, I understand the full range of business strategies, allowing me to lead improvements in profits, morale, and overall operations. ✹KEY STRENGTHS✹P&L Management | Global Sourcing | Succession Planning | Risk Mitigation | Production Management | Plant Management | Multi-Site Management | Procurement | Sales & Marketing | New Product Development | Restructuring | Six Sigma | Lean Principles

I leveraged my change management and manufacturing expertise to restructure Star Precision Tech—a leading manufacturer of machined, fabricated, and assembled products across 7 diversified markets. I delivered ➟20% EBITDA INCREASE, ➟37% MACHINE CHANGEOVER TIME REDUCTION, ➟200% PRODUCTION THROUGHPUT INCREASE, ➟20% FLOOR SUPPORT INCREASE, ➟2 PLANTS TO SINGLE FACILITY CONSOLIDATION, and ➟15% MACHINE UPTIME INCREASE.I was given full profit and loss responsibility and tasked with improving employee morale and overhauling operations. I managed 57 staff and $4M budget and supported $35M in revenue.✹CULTURE CHANGE AND OPERATIONS OVERHAUL ROADMAP✹➟Developed pricing structure for key account customers. ➟Held monthly associate meetings, increasing awareness and transparency and establishing feedback. ➟Developed standard work for all processes, ensuring quality-based product production. ➟Provided material requirements planning (MRP) training to staff and implemented employee training and recognition programs.✹SELECTED ACHIEVEMENTS✹➟Implemented PPAP and APQP processes. Achieved ITAR certification. Setup parameters for AS9100 certification.➟Procured 7 new Nakamura CNC machine centers.➟Employed value stream mapping to identify waste in internal processes. Gained key stakeholder buy-in to ensure changes were supported. Reduced lead times 25%.

Sought out to implement change and build morale among AFC’s employees, I hit the ground running and delivered ALL financial gains expected by this armored cabling manufacturer. My leadership achieved ➟3% EBITDA increase, ➟10% EFFICIENCY INCREASE, ➟6% REWORK REDUCTION, ➟15% MACHINE UPTIME IMPROVEMENT, ➟100% ON-TIME DELIVERY, and ➟IMPROVED SAFETY STATISTICS.I leveraged a 5-point value system (accountability, teamwork, integrity, respect, excellence) to turn around operations and improve employee morale while managing a $15M budget, 24/7 operations, 4 primary crews, and >150 employees.✹MY CHANGE MANAGEMENT INITIATIVES✹➟Implemented efficiency tracking metrics for safety, production, scrap reduction, quality improvements, schedule compliance and staff retention. ➟Worked with employees to understand challenges and build trust. ➟Installed accountability board to identify, assign, and track project completions. Eliminated daily challenges by defining project timelines for projects and holding maintenance accountable.➟Implemented lean manufacturing process improvements, recognized as low-cost company (LCC) out of 4 facilities.

Ashland, Ohio, Us

Hired for manufacturing operations expertise. I delivered on my reputation and ➟ACHIEVED 100% CASH FLOW IMPROVEMENT AND WITH RECORD PROFITS 3 CONSECUTIVE YEARS for this manufacturer of industrial and commercial metal building fasteners. I drove ➟20% EFFICIENCY INCREASE, ➟50% WIP AND 32% DOH INVENTORY REDUCTION, and ➟98% ON-TIME DELIVERY. I implemented growth strategies around mission critical objectives while supervising 115 staff, 4 distribution centers, and 1 production facility. My management encompassed $8.8M inventory, $13M budget, and capital expenditures. ✹ACTION PATH FOR PRODUCTION TURNAROUND✹➟Developed standard work, KPI boards, and equipment migration plan. ➟Established continuous overhead and variable cost reductions, and restructured manufacturing processes and staffing to improve production and operator performance. ➟Implemented preventative maintenance and total productive maintenance programs, increasing machine uptime, production throughput, and employee morale.➟Appointed dedicated board to identify, assign, and track project completions, eliminating daily operator challenges.✹MEASURABLE RESULTS✹➟Grew company contribution margin 4% by creating direct product models, identifying high-profit growth products, and eliminating unprofitable items.➟Captured $17M manufacturing revenue. Developed re-shoring plan to bring business back from overseas operation, including an inflationary model for breakeven point and ROI.➟Achieved 60% labor cost reduction with a revolutionary robotic wet painting automation. Defined project scope and developed critical path and execution.

Solon, Ohio, Us

In 2007, I joined the Swagelok team and immediately directed transactional and transformational objectives. I managed multi-million dollar projects for this leading manufacturer of fluid handling systems and tech. My leadership delivered ➟$1.3M COST SAVINGS and ➟AN INNOVATIVE 5-YEAR EQUIPMENT RISK MIGRATION PLAN. I led engineering and technician teams, supporting 130 machine centers and 3 laboratories/clean room operations within a high-purity facility. I achieved all cost, service, safety, and quality plant objectives. Additionally, I evaluated equipment and personnel forecast loads, developed insourcing initiatives, and implemented manufacturing models.

London, Gb

I led cross-functional teams to support $85M in sales for this leading manufacturer of pumps serving the industrial, commercial, and residential markets. My impact delivered a ➟30% EFFICIENCY INCREASE, ➟35% WIP AND 20% INVENTORY DECREASE, and ➟I CONSOLIDATED 2 PLANTS INTO A SINGLE FACILITY.During my 5 years as manufacturing manager, I oversaw all cost center profit and loss development and compliance. A key component of my success came from leveraging KPI’s and Gemba walks to identify, achieve, and sustain process improvements. I worked to implement quality standards. I optimized efficiency and utilization of cell manufacturing. I instituted automation processes and ergonomic work standards, and developed scoreboard tracking system to monitor efficiencies which highlighted a visual workplace.

Master Of Business Administration (Mba), Business Management

Education record

Education record

Bachelor Of Science (Bs), Business Management

Associate Of Science (As), Electrical Engineering