Sean Clawges's Location
Greater Houston, United States, United States
Sean Clawges's Contact Details
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About Sean Clawges
Accomplished and results-oriented operations and business executive with comprehensive expertise in manufacturing operations, P&L management, organizational restructuring, lean manufacturing, project management, service operations, problem solving and analysis, supply chain, quality assurance, safety, and KPI development. Skilled at developing strategic plans with workable solutions to transform organizations into high-performing, multidisciplinary teams that accomplish all corporate goals while driving continuous improvement. Email: Seanclawges@gmail.comPhone: 281-714-7154Proven ability to develop, coach, motivate, and empower cross-functional teams to maximize performance and retention. Demonstrated aptitude for delivering sustainable cost savings, driving profit growth, and streamlining processes while exceeding all quality, safety, and delivery standards.CORE COMPETENCIES:• Visionary Leadership • Organizational Restructuring • Results Orientation • Lean Manufacturing (TPS) • Coaching and Developing • Cross-Functional Leadership• Project Management • Problem Solving and Analysis • Productivity Increases • Motivating / Empowering • P&L / Budget Management • Continuous ImprovementACCOMPLISHMENTS:• Executive leader of three-year, $50M strategic transformation project designed to optimize business operating model, improve customer experience, and simplify employee work processes, leading to more efficient field service business. • Reduced SG&A costs by 50% through aggressive restructuring and job combinations.• Negotiated sale of 82k HP of compression equipment and $35M of assets to midstream compression company.• Reduced MRO inventory by over $60M (52%) in four-year period through rigorous planning and tightening of controls. • Optimized efficiency and performance of seven make-ready shops to drive savings of $21M (28% cost reduction).• Reduced working capital to operate the business from $137MM to $35MM over a two-year period through just in time manufacturing techniques
Sean Clawges's Current Company Details
Sean Clawges Work Experience Details
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Chief Executive OfficerPro-Vac, LlcHouston, Tx, Us
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PresidentBrock Industrial Services, Llc Apr 2023 - PresentUnion 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 facility turnarounds.
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Executive Council MemberTargatek, Inc. Feb 2023 - PresentTarga - 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. -
PresidentStupp Corporation May 2020 - Apr 2023Baton Rouge, Louisiana, UsPrincipal 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.• Positioned the organization as the single source Ordnance Casing supplier to the US Government Department of Defense. • Applied Hoshin Kanri strategic planning to ensure that strategic goals are driven to every level within that company. • Pivoted organization during a time of no API pipe demand to refurbishing existing pipe from cancelled pipeline projects.• Instilled a safety culture which improved TRIR from 3.5 to 0.87 TTM and achieved 275 days without a recordable injury.• Elected to the Steel Manufacturers Association (SMA) Board of Directors in Oct 2020.• American Iron and Steel Institute Associate Committee Member starting in June 2020. About Stupp Corporation:Since our start in 1952, Stupp’s passion is producing the pipelines that form the backbone of our continent’s energy infrastructure. From our rail-served campus just minutes from the Port of Greater Baton Rouge, Louisiana, Stupp is ideally positioned to supply a comprehensive size range of custom steel line pipe and a robust portfolio of integrated services – all designed to make your next project a success.www.stuppcorp.com -
Board MemberSteel Manufacturers Association Oct 2020 - Jan 2023Washington, Dc, UsWe 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 and member services that enable steelmakers to build their businesses, employees to build their lives and communities to build their futures.https://steelnet.org/ -
Vice President, Process And Systems - Operations SupportArchrock Oct 2018 - Jan 2020Houston, Tx, UsSenior 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 and Systems, Start-up Services, Emissions, and the company strategic transformation project). Profit and Loss responsibility in excess of $250MM with eight direct reports. Section 16 officer reporting to the Chief Executive Officer. • 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 efficient field service business. Key aspects include a new cloud-based ERP system, telematics on all equipment, new field service tools, & supply chain optimization. • 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. • Consolidated two operations call centers into one location which saved over $1.5MM annually. • Reduced inventory by over $60MM (52%) in a four year period through rigorous planning and tightening of controls. -
Vice President - Operations SupportArchrock Jul 2016 - Sep 2018Houston, Tx, UsExecutive 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 Services, Process and Systems, and Start-up Services). Profit and Loss responsibility in excess of $200MM with eight direct reports. Reported to the Chief Operating Officer. • 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. • Created new team dedicated to starting up equipment to improve start-up performance and improve the customer experience. • Championed a vehicle telematics project from concept to implementation for a fleet of over 1200 vehicles that saved $1MM/year. • Goal Zero safety performance with over 1,000,000 man hours worked without an OSHA recordable injury in over 2 years. • Completed dismantlement of over $10MM in obsolete assets with a break-even performance.
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Senior Director, Make Ready Operations And EngineeringArchrock Nov 2015 - Aug 2016Houston, Tx, UsExecutive 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 excess of $120MM with the following direct reports: 2 Director of Operations, Director of Engineering, Quality Manager, Transportation Manager, Compressor Station Installation Manager, HR Manager, Financial Planning Manager, and Scheduling Manager. Report to the Chief Operating Officer. Key Achievements:• 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.
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Director Of Make Ready Operations - Legacy ExterranArchrock Oct 2013 - Nov 2015Houston, Tx, UsExecutive 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, Financial Analyst, and Scheduling Manager. Report to the President of North America. Key Achievements:• 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. Reduced workforce by 60 people and produced same output as the previous year.• 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.
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Execution Director - Williams Alliance - Legacy ExterranArchrock Sep 2012 - Oct 2013Houston, Tx, UsLeader 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 installation. Site leader for the start-up location that was opened in Pittsburgh, PA to support our customer to construct multiple compressor stations while the customer’s internal team gained experience and staffed to become self-sufficient. Reported to the VP of Integrated Projects. Key Achievements:• 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.
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Director Of Global Manufacturing Expansion - Legacy ExterranArchrock Dec 2011 - Nov 2012Houston, Tx, UsResponsible 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 manufacturing sites to modernize and expand facilities for increased capacity. Modernization activities planned and implemented at 3 existing sites along with the implementation of a Greenfield start-up. Reported to the VP of Global Manufacturing. Key Achievements:• 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. • Increased shell rolling capacity by 110% at Columbus plant by installing $2.8MM Haeusler four roll machine.
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Senior Manager - Project Management - Legacy ExterranArchrock Aug 2010 - Jan 2012Houston, Tx, UsLeader 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 business reporting to the VP of Global Compression. Key metric responsible for include: on time delivery, financial performance of all projects, percentage of completion revenue recognition, and customer service. Direct Reports include 6 Project Managers, Engineering scheduler, Production Planner, Financial Analyst, and 2 Document control personnel. Key Achievements:• 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. • Consolidated all shop floor scheduling for both plants into one master scheduler position to improve communication and streamline the scheduling process. • Created customer feedback loop to customer operations teams to improve overall design of our packages. • Assigned Project managers by customer to provide a consistent interface to the customer and develop a deeper relationship resulting in improved customer satisfaction based on survey results. • Instituted disciplined and documented processes to strengthen the overall operations of the Design and Engineering phase of projects.
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Plant ManagerDana Holding Corporation Oct 2008 - Jun 2010Maumee, Ohio, UsProvided 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 plan development, new product execution, capital improvements, and lean manufacturing (TPS) implementation. Provide cross functional leadership to Production Manager, Quality/Engineering Manager, Material Manager, Human Resource Manager, and Controller. General oversight management of 208 hourly union (UAW) employees and 23 salary employees in a facility covering 550,000 square feet on a 3 shift operating schedule. Redefined organizational structure; interfaced with sales organization to improve buy quantities; forged solid relationship with union committee to drive significant change; strict cost controls; TS-16949 and ISO-14001 certification.Key Achievements:• 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, team leaders.• Improved safety performance as measured by OSHA recordable rate by 50% in 2009 and 69% in 2010.• Improved quality from 89 ppm in 2008 to 28 ppm in 2009 and 4 ppm through June 2010. -
Operations Manager Curing / Final FinishThe Goodyear Tire And Rubber Company May 2007 - Oct 2008Akron, Oh, UsDirected 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 center that produced tires on a 24 / 7 schedule. Reported directly to the plant manager with 7 direct reports. Direct reports: 2 Value Stream Managers, 2 Product Quality Managers, Systems Auditor, HR Specialist, and Maintenance Manager. Developed annual operating plan (AOP) and executed the plan under budget by driving out waste and improving productivity. Completed TS-16949 / ISO 14001 surveillance audits with no major or minor non-conformities. Assumed functional responsibility of the warehouse in January 2008 at the request of the plant manager and reduced manpower by 19%. Key Achievements:• 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.• Reduce waste by 16% and tire holds by 50% during first year by implementing strong quality systems. -
Trim Shop Production SuperintendentGeneral Motors Corporation Aug 2005 - May 2007Detroit, Michigan, UsStrategic 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 maintenance to ensure that the quality and productivity initiatives of the department were accomplished. Negotiated grievances with district committeeman and zoneman to ensure business needs were met while keeping employee morale at a high level. Revived team process within the Trim organization to get more team member involvement and utilize their creativeness to solve problems and improve quality. Implemented Business Plan Deployment (BPD) to the team level to get all people involved with driving the business success. Each team was given specific measurable goals for safety, people, quality, throughput, and cost. Key Achievements:• 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 adding 20 additional people to the Trim shop. • 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 stations by 2.0 pph.• 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 Production System (TPS). -
Chassis Production SuperintendentGeneral Motors Corporation Aug 2003 - Aug 2005Detroit, Michigan, UsResponsible 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 of recordable injuries by 30%. Received the "Go Fast Everyday" award for safety improvements in the Chassis department from our Regional Manufacturing Manager.Implemented quality layered audits that require multiple layers of management to verify the adherence to operational standards for critical quality operations. Managed cross-functional quality team to improve vehicle alignment first time buy rates from 97.4% to 99.4%. This team was selected as the top team across the corporation in the "People Make Quality Happen" Award.Negotiated grievance settlements and department contractual issues for the 2004 UAW local agreement. Leader of the Brakes JD Power team that decreased customer complaints for brake issues by 50% from 2003 to 2005 JD Power Initial Quality Survey.
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Body Shop Maintenance SuperintendentGeneral Motors Corporation Dec 2000 - Aug 2003Detroit, Michigan, UsManaged 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 variation out of Body shop. Project Manager for 2003 Mid Cycle Enhancement that included new tooling and robots for subassembly of hoods and fenders. Created skilled trades' predictive technology team that utilizes infrared, ultrasonic, and vibration analysis technologies. Uptime of equipment improved by 10% in first year of using predictive technologies. Co-Leader of the Quality Network Planned Maintenance (QNPM) spare parts team. Cross-functional team of purchasing, vendors, and skilled trades parts coordinators from all areas of the plant. Saved over $750K by eliminating obsolete parts and consolidating parts cribs. Co-Leader of the ISO-14001 Environmental implementation team that reached 100% compliance
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General Supervisor Maintenance - Body ShopGeneral Motors Corporation Mar 2000 - Dec 2000Detroit, Michigan, Us
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General Supervisor ToolingGeneral Motors Corporation Jul 1999 - Mar 2000Detroit, Michigan, Us
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Senior Manufacturing EngineerGeneral Motors Corporation Jan 1998 - Jul 1999Detroit, Michigan, UsBody 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.
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Manufacturing EngineerGeneral Motors Corporation Nov 1994 - Dec 1997Detroit, Michigan, UsProvided 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 controllers), Coherent General laser systems, Perceptron vision systems, Robotron weld controllers, and BALOGH Radio frequency (RF) transmitters and receivers. Involved in the planning and implementation of new processes (model change) in the Body Shop through the Body Shop Process Planning team. Planned and successfully implemented rolling model changes for the 1996, 1997 and 1998 model years. Involved in the planning and implementation of on-line pilot and prototype build for the 1996, 1997, and 1998 model years.
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Co-Op Engineering StudentGeneral Motors Corporation Jun 1989 - Oct 1994Detroit, Michigan, UsServed 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 programmable logic controllers, motion controllers, servo systems, and PanelView touch screens. Learned valuable trouble shooting techniques and State Transition Diagram (STD) programming logic.Served as a Mechanical Engineer in the Site Engineering Department during the rearranging and restructuring of our Administration building and in-plant offices. Responsibilities include coordination, implementation and follow-up of all office activities. Supervised UAW skilled and non-skilled trades during the implementation phase of the reorganizing for 3 crew/2 shift production. Worked as a layout engineer for Body, Paint, and General Assembly Process Engineering groups using mainframe CADAM and Autocad Release 11 and 12. Specific projects included processing layouts and material layouts.
Sean Clawges Skills
Continuous Improvement
Lean Manufacturing
Manufacturing
Six Sigma
Engineering
5s
Process Improvement
Kaizen
Cross Functional Team Leadership
Process Engineering
Operations Management
Automotive
Value Stream Mapping
Project Management
Management
Project Planning
Leadership
Team Building
Manufacturing Operations Management
Root Cause Analysis
Toyota Production System
Ts16949
Strategic Planning
Business Process Improvement
Change Management
Strategy
Iso
Quality System
Materials Management
Apqp
Program Management
Purchasing
Manufacturing Engineering
Team Leadership
Smed
P&l
Restructuring
Spend Management
Income Statement
Manufacturing Management
Cost Reduction
Sean Clawges Education Details
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Kettering UniversityEngineering -
Gmi Engineering And Management InstituteManufacturing Systems Engineering
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Warren Western Reserve High School
Frequently Asked Questions about Sean Clawges
What company does Sean Clawges work for?
Sean Clawges works for Pro-Vac, Llc
What is Sean Clawges's role at the current company?
Sean Clawges's current role is Chief Executive Officer.
What is Sean Clawges's email address?
Sean Clawges's email address is se****@****orp.com
What is Sean Clawges's direct phone number?
Sean Clawges's direct phone number is +128171*****
What schools did Sean Clawges attend?
Sean Clawges attended Kettering University, Gmi Engineering And Management Institute, Warren Western Reserve High School.
What skills is Sean Clawges known for?
Sean Clawges has skills like Continuous Improvement, Lean Manufacturing, Manufacturing, Six Sigma, Engineering, 5s, Process Improvement, Kaizen, Cross Functional Team Leadership, Process Engineering, Operations Management, Automotive.
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