Sean Clawges Email & Phone Number

Houston, TX, US

Union Soft Craft Services ContractorAcross the US and Canada, Brock Industrial Services is a seamless provider of premier union scaffolding, painting, insulation, shoring, lead and asbestos abatement, fireproofing, facilities maintenance, fabrication and electrical instrumentation and heat tracing services in support of capital projects, maintenance, and.

Targa - is a first generation "Performance Automation Platform' that enables organizations to achieve workplace singularity through automation - completely changing how work is designed, assigned, and executed.

Baton Rouge, Louisiana, US

• Principal officer leading a privately held pipeline steel pipe manufacturing company. Profit and loss responsibility of more than $500M with over 600 employees.
• Leading the organization through a turnaround effort in an uncertain market with unprecedented challenges of Covid-19, OPEC+ flooding the oil market, and steel prices increasing almost four-fold.
• Implemented Sales and Operations Planning process that has brought clarity and accountability to the organization.
• Restructured the production organization to be leaner and more effective by aligning functions and reducing headcount.
• Established cost reduction teams that identified and realized over $5MM in fixed and variable cost savings annually.
• Reduced SG&A costs by 50% in first six months through aggressive restructuring and job combinations.

Washington, DC, US

We are the Steel Manufacturers Association—the largest steel association in America. We represent the electric arc furnace (EAF) steel industry, which accounts for 70% of domestic steel made today. We are stewards for safety and sustainability. We are pioneers for innovation and change. And day-to-day, we are the advocates behind public policy solutions.

Houston, TX, US

• Senior Executive Leader of the Operations Support Group which consists of all departments that support the field services organization (Supply Chain, Engineering, Make Ready Shops, Training, Technical Services, Process.
• Executive leader of the 3 year, $50MM strategic transformation project designed to optimize the business operating model, improve the customer experience, and simplify employee work processes leading to a more.
• Significant contributor including negotiations and integration on $410MM acquisition of Elite Compression Services.
• Negotiated the sale of 82k HP of compression equipment, $35MM of assets to Harvest Midstream.
• Restructured all support departments into one team and reduced SG&A cost by over $5MM annually over a three year span.
• Strategic optimization of locations resulting in multiple facility closures to optimize an ever changing field service business.

Houston, TX, US

• Executive Leader of the Operations Support Group which consists of all departments that support the field services organization (Supply Chain, Engineering, Asset Management, Make Ready Shops, Training, Technical.
• Restructured all support departments into one team and reduced SG&A cost by over $3.5MM during transition to new structure.
• Generated significant cost reduction in the Make Ready organization through right-sizing facilities during a significant downturn. Reduced headcount by 105 in 2016.
• Improved productivity at the remaining five (5) facilities by over 15% which generated over $15MM YOY savings.
• Reduced inventory by over $40MM (32%) in a two year period through rigorous planning and tightening controls at warehouses.
• Negotiated complex deal to sell $12MM in obsolete equipment and two facilities to third party. Total value over $15MM.

Houston, TX, US

• Executive Leader of the Make Ready and Engineering organization that includes responsibility for 7 Make Ready Shops, Corporate Transportation, Corporate Engineering, and Compressor Installation Services team. Budget in.
• Optimized efficiency and performance of the seven Make Ready shops to drive a 2015 savings of $21MM (28% cost reduction).
• Improved quality of units being produced and reduced warranty spend by $380K versus 2014.
• Assumed responsibility for Transportation department and implemented KPI’s to drive reduction in logistics spend resulting in $1.5MM savings on $22MM annual spend.
• Developed new product line team to perform engineering, procurement, and construction (EPC) of compressor stations which gave us an additional method to sell our products to our customers.
• CEO appointed to sit on the Corporate Benefits Committee with fiduciary responsibility for benefits and 401k plan design.

Houston, TX, US

• Executive Leader of the Make Ready shops with responsibility for all of North American Operations. Budget in excess of $82MM with the following direct reports: 2 Director of Operations, Quality Manager, HR Manager.
• Optimized capacity of the Make Ready Organization and reduced the number of facilities from 13 to 7 while maintaining the overall horsepower output of 320,000 CHP resulting in year-over-year cost savings of $10MM..
• Developed key performance indicators (KPI) for all shops to drive business results leading to significant improvements in all areas of the business.
• Reduced cycle time of make ready process by 45% through implementation of lean practices such as level scheduling (Heijunka) and improved material planning systems.
• Improved focus on safety resulting in two recordable incidents in 2014 with a TRIR of 0.67 and 30% improvement in HSE assessment scores.

Houston, TX, US

• Leader of the Williams Alliance team responsible for implementation of 27 gas gathering Compression stations across 4 states with over $325MM in total capital investment including $105MM in equipment and $220MM in EPC.
• Developed and grew core team of 66 people in startup office in Pittsburgh to successfully execute 27 projects over an 18 month period.
• Top manager at this location Teams were responsible for engineering, procurement, and construction aspects for all projects.
• Responsible for over 1000 construction contractors in four states at 12 simultaneous locations.
• Developed modularized design for 50 MMSCFD compressor station which was installed in 80 days in the field. Typical stick built construction for a station of this size requires 4-6 months.
• Integrated new EPC team with client’s existing team and developed procedures and processes to accomplish the projects.

Houston, TX, US

• Responsible for implementation of $59MM in capital expansion at multiple sites including a Greenfield startup of a plant in Youngstown, Ohio. Principal leader of the engineering efforts across the 9 existing global.
• Secured $5.1M in incentives from the state of Ohio to build and start-up 100+ person plant in Youngstown, Ohio.
• Executed Greenfield startup of 65,000 square foot manufacturing facility with over $18MM investment.
• Responsible for all aspects of the design, construction, and start-up of this project including hiring the plant staff.
• Expanded capacity of the North Houston facility with installation of $5.5MM in new equipment and facility upgrades to support two new vessel manufacturing and one new assembly areas.
• Increased capacity by over 300% through the vessel shop with new equipment and lean manufacturing techniques.

Houston, TX, US

• Leader of the Project Management team responsible for managing $425MM of projects for the Compression Fabrication Division across two sites. Strategic leader of the Engineer to Order Compression equipment manufacturing.
• Improved project financial performance from 1.1% Unfavorable to 1.2% favorable resulting in a $6M net profit increase YOY.
• On-time delivery improved from 76% in 2010 to 94% in 2011.
• Lead transition to cross functional teams with the project manager having dotted line leadership of their team members (Project engineer, Designer, and Controls engineer).
• Established KPI’s and scorecards for project managers to drive the business based on results. Key metrics: On time delivery, financial performance, customer survey results, and documentation OTD.
• Developed robust change order process that led to improved margin percentages.

Maumee, Ohio, US

• Provided executive leadership for $68M automotive Tier 1 Supplier producing machined and cold formed drive shaft components.Lead operations and strategic direction with full responsibility for profit and loss, business.
• Improved financial performance of plant from losing $12.8M in 2008 to being profitable ($1.6M) in 2009 with $8M less in total sales. Finished 2009 $5.9M ahead of financial plan.
• Reduced Days on Hand Inventory from 50+ to 22 days on hand through level scheduling and delivery of material in weekly buckets. Also imposed minimum buy quantities and 2 week firm rule for orders.
• Implemented productivity improvements that reduced headcount by 35% during first 6 months at plant.
• Significantly reduced indirect headcount and eliminated 40 indirect positions permanently. Improved direct to indirect ratio from 1.2 to 2.65.
• Introduced Toyota Production System (TPS) / Lean culture into 100 year old plant with tough union culture.o 5S, Value Stream Mapping, Work balance table (Yamazumi), Standardized Work, SMED, Kaizen, built-in Quality.

Akron, OH, US

• Directed operations of the Curing, Finishing, and Warehousing departments in a 3000 person tire manufacturing plant with a $77M annual budget.Orchestrated all functions within 750 person USW multi-department operation.
• Developed strategy and transitioned operations from a 6 day, 3 shift, 24 hour-a-day operation to a 4 crew, 3/2/2 schedule working 24 hours-a-day 7 days a week.
• Implemented productivity improvements that eliminated 28 operators and saved $2.8M annually.
• Reorganized the maintenance department to improve effectiveness and implement preventative maintenance program resulting in downtime being reduced by 72%.
• Instituted cost controls to monitor expenditures daily which led to being $1.8M under budget.
• Reduce OSHA Recordable rate from 3.4 to 2.3 (32%) in 12 months. Lost time injuries reduced from 7 in 2007 to zero in 2008.

Detroit, Michigan, US

• Strategic manager responsible for over 285 operators, 7 supervisors, and a general supervisor to produce cabs and boxes for the Chevrolet Silverado and GMC Sierra. Interfaced with engineering, finance, material, and.
• Program manager for launch of new GMT-900 truck in November 2006. Additional vehicle content required significantly more manpower to build new vehicle. Saved over $2.4M by reprocessing work prior to launch to avoid.
• Improved quality by 50% after 8 months in Trim Shop by instituting a disciplined 5-why approach to problem solving defects and holding operators accountable for their quality.
• Modified verification station process to have daily reviews of quality defects. Each supervisor is responsible to report on his or her quality defects and countermeasures. Reduced number of defects at verification.
• Implemented yearly productivity improvements (2 per shift) to decrease hours per vehicle required. Yearly savings of $480,000.
• Implemented Global Manufacturing System (GMS) including work place organization, standardized work, built-in quality, lean manufacturing, and continuous improvement. GMS is General Motors equivalent of the Toyota.

Detroit, Michigan, US

Responsible for over 165 operators, 6 supervisors, and a general supervisor to produce engines, frames, and radiators for the Chevrolet Silverado and GMC Sierra. Significantly improved productivity in department by eliminating 13 operations per shift over a two-year period. Yearly savings of $3.1M.Improved safety focus of department and reduced the number.

Detroit, Michigan, US

Managed organization of 135 skilled trades employees and 20 salary employees including supervisors, control engineers, and dimensional control engineers.Maintenance organization responsible for maintaining over 450 robots and 1200 weld guns. Responsible for all dimensional control activities related to wind noise and fits. Achieved 2.2 mm six sigma.

Detroit, Michigan, US

Detroit, Michigan, US

Detroit, Michigan, US

Body shop project manager for the team to increase the capacity to build sedan vehicles. This project increased our sedan capacity from 44 JPH to 67 Jobs per hour. Aspects of the project included installation of eight new robots, weld reprocessing and revising multiple tools with new locating units.

Detroit, Michigan, US

Provided technical assistance and floor support to skilled trades and other engineers during the start-up phase of the 95 “J” car program. Also, developed ideas for process improvements to new and existing equipment in the Body Shop. Control system re-design and debug for the following types of equipment: Allen-Bradley PLCs, FANUC S-420 robots (RH and RJ.

Detroit, Michigan, US

Served as a front-line supervisor in the Paint department for a 3 month work semester. Handled all responsibilities of the regular supervisor including departmental quality, budget, attendance, and system (up-time) performance. Worked in the Maintenance Engineering Department. Major projects included re-working systems that contained Allen Bradley.

Master Of Science, Engineering

Bachelor Of Science, Manufacturing Systems Engineering

Education record