Steven Bloomer Email & Phone Number

Columbus, Indiana, United States

United States

Columbus, Indiana

Consultants for lean implementation based on cross-functional continuous improvement and statistical anaylsis. Services include 6S, Quickv Changeover, Total Productive Maintenance, Hoshin, Standardized Work, Budget Control, Cost Reduction and other associated items that aid in the relentlessly pursuit of developing a world class enterprise.

Edinburgh, Indiana

Responsible for the Quality Systems and Applications of a contract manufacturer with major automotive, military, landscaping and consumer products.

Thorntown, Indiana

Responsible for the leadership of operations and engineering of customer designed specialty cold formed parts and precision machined components and sub-assemblies for the Automotive OEM, Automotive Aftermarket & Distribution, Electrical Connectors, Industrial Battery, Power Transmission & Distribution, and Industrial OEM

Columbus, Indiana

Responsible for the management and implementation of the Faurecia Excellence System throughout the Emission Control Technology division. Coached, trained and developed leadership teams at 5 Faurecia North American sites.

Responsible for the manufacture of stainless steel tubing for the automotive, oil field and HVAC industries.

Indianapolis, Indiana Area

Led a 250 member $65 million manufacturing facility with 9 direct reports. Managed a $30 million annual cost of goods budget and $10 million overhead budget. Contributions Snapshot: Hired to lead turnaround of a marginally successful, non-profitable company to take it to the next level. Manufacturing policy was a traditional agenda with no regard for any waste elimination strategies; no accounting for inventory controls, high overhead, low throughput, low quality and virtually no metrics to measure success. Created a world-class company designing and implementing a Strategic Business System using Lean Manufacturing and Stastical Quality processes that greatly improved safety, increased quality awareness, reduced costs, reduced inventories, and improved throughput leading the company back to profitability. Managed a $2 million new product development introduction.

Springfield, Ohio

Led 4 mid-western manufacturing facilities with 120 team members and 8 direct reports. Responsible for the strategic initiatives for manufacturing, engineering and planning.Contributions Snapshot: Built a new facility consolidating three facilities into one state-of-the-art Lean Manufacturing plant reducing overhead and labor costs to remain competitive in a tight market. While working with marketing, implemented new processes to enhance the wow factor of our products while increasing quality and reducing customer claims.

Greensburg, Indiana

Provided leadership and general management for a strategic $160 million business unit with 350 team members in the manufacture of automotive condensors, radiators, and front end systems for General Motors and Chrysler. Responsibility for safety, quality, production, engineering, human resources, finance, maintenance, and production control. Planned and administered expense and capital budgets. Implemented continuous improvements using core strategies.

Chickasha, Oklahoma

Directed a business unit with responsibility for safety, production, manufacturing engineering, quality, maintenance, and production control. Managed expense and capital budgets. Implemented the Kanban system at the site, which reduced work in process (WIP) by 1,200% and decreased raw material by 50%. Developed a new u-flow manufacturing line that reduced headcount by 50% and was able to manufacture all export shocks with quick changeover of less than two minutes from four hours. Successfully relocated a manufacturing line from Pulaski, Tennessee to Chickasha, Oklahoma within five working days. Prevented union organizing efforts in two facilities. Wrote the Center for Excellence manual for aftermarket operations based on the Toyota Production System. Trained a majority of employees in ATQPS by conducting and facilitating weeklong workshops. Implemented the ATQPS system on the plant floor with help from the business units. Presented the system to suppliers and customers. Conducted continuous improvement teams to eliminate waste. Monitored plant-wide indicators for the ATQPS. Reduced warehouse inventory from 2,000,000 units to 350,000 units by building stock keeping units (SKUs) on demand. Designed and coordinated employee involvement teams. Received the plant award for leadership of the Center of Excellence project.

Chickasha, Oklahoma

Provided leadership for a strategice business unit in the manufacture of automotive original equipment and aftermarket shocks and struts. Designed and implemented the Arvin Total Quality Production System (ATQPS) for the application of lean manufacturing for aftermarket products.As manufacturing operations manager, was responsible for safety, quality, production and manufacturing engineering for the plant. Implemented the Ford Q1 system. Developed and implemented the business unit concept. Implemented the housekeeping system, reducing scrap by $50,300 annually. As engineering manager, directed all manufacturing engineering activities at the plant. Managed expense and capital budgets. Monitored the cost reduction budget. Implemented a new production line for panel filters. Increased product offerings to include panel filters for new vehicle offerings. Increased customer base by adding Subaru.

Mba, Business

Led a team with the greatest profitability of the entire class during the capstone factory simulation.

Bsit, Industrial Engineering

Activities and Societies: Graduated with HonorsThis program was established by the United States Navy to prepare individuals for Officer.

As Mg And As Vt, Management And Vocational/Technical Education

Activities and Societies: Graduated with Highest Honors, Phi Theta Kappa FraternityMajored in Vocational / Technical Education

High School Diploma, General Studies

Graduated 9th in my class; lettered in football and golf