Todd Dennis Email & Phone Number

Chicago, Illinois, United States

Responsible for implementing LPS activities and partnering with business leaders across a $2.0B global company.

Responsible for implementing MPS (Meggitt Production System) strategies & Operational activities across the business units. Scope of duties consist of implementing MPS (Meggitt Production System) strategies and operational activities across a wide-array of business units for a $4 billion global corporation. Developed and implemented the consolidation for the Troy facility in the new UK 'Greenfield' site.

Lancaster, Pa

Primary duties focused on leading a Lean transformation at one of Armstrong's largest operations, a $100 million site and building Lean capabilities across the resilient business unit. Partner and local management to implement Lean concepts with teams in Kaizen events, and develop a 3-year strategy using the VSM process. Demonstrated track record of managing the ongoing Lean transformation process across all aspects of the resilient tile business segment.

Charged with managing a $525 million operation in service and product fulfillment (ATS - Applicant Tracking Assessment Technology Solution) managing 3 offices in Indianapolis, Oklahoma City and Boston. Restructured and aligned the operations value streams designed to improve Lean business process flow and practices coupled with strict adherence to the company short/long-term competitive market strategy.• Implemented business process - continuous improvement program that aligns… Show more Charged with managing a $525 million operation in service and product fulfillment (ATS - Applicant Tracking Assessment Technology Solution) managing 3 offices in Indianapolis, Oklahoma City and Boston. Restructured and aligned the operations value streams designed to improve Lean business process flow and practices coupled with strict adherence to the company short/long-term competitive market strategy.• Implemented business process - continuous improvement program that aligns tactics with the company strategy; reduced labor costs by 25%, improved case resolution CT by 50%, and improved customer retention by over 90%.• Restructured the departments and divested business segments to reduce costs and improve profitability; shut-down RPO business and consolidated technology platforms, reduced operating expenses by over $3M.• Implemented several new programs and tools to improve key metrics that include: case mgmt process, communication procedures, and Kudos recognition program. These programs have improved associate interaction and participation has grown to over 40% while customer satisfaction has improved by over 50%. Show less

Responsible for leading a $300M multi-plant operation (product supply chain, strategy, capital, financials, quality and safety) of 650 associates, and managed a $52M operating budget.• Achieved outstanding results in a mature industry – reduced annual operating expenses by over $6.5M and improved customer satisfaction by 25%.• Accelerated and leveraged a CI program that reduced costs $3.0M, improved product quality 40% and increased associate involvement to over 95%; implemented value… Show more Responsible for leading a $300M multi-plant operation (product supply chain, strategy, capital, financials, quality and safety) of 650 associates, and managed a $52M operating budget.• Achieved outstanding results in a mature industry – reduced annual operating expenses by over $6.5M and improved customer satisfaction by 25%.• Accelerated and leveraged a CI program that reduced costs $3.0M, improved product quality 40% and increased associate involvement to over 95%; implemented value stream mapping (VSM) to visually indentify/plan opportunities, improved the appearance of the plant to better identify waste with 5S, and implemented a new concept “My CI” to improve associate involvement and promote the sharing of improvement ideas.• Received national recognized for the operation’s performance in lean and safety; awards include 2006 Industry Week Top Ten Plant, a 2007 Top Plant for the Great Lakes Region and a National Safety Council award for implementing a pro-active associate engagement program that reduced incident rates by 30%.• Partnered with the local union (Steelworkers #525) to achieve improvements through a collaborative effort and negotiated a new 4-year agreement netting an increase in benefits to the associates and a $1.0M savings to the operation. Show less

Led the Continuous Improvement Program and Engineering Service Team supporting all North America plant locations. Created the Advanced Continuous Improvement Training (ACT) program to train Batesville Casket executives in CI skills. Sponsored and led Kaizen events in all locations.• Consulted and collaborated with the organization to build a CI culture that achieved $5.2 million in annual savings from 2004 - 2006.• Greenfield start-up - Mexico Plant start-up leading the Engineering… Show more Led the Continuous Improvement Program and Engineering Service Team supporting all North America plant locations. Created the Advanced Continuous Improvement Training (ACT) program to train Batesville Casket executives in CI skills. Sponsored and led Kaizen events in all locations.• Consulted and collaborated with the organization to build a CI culture that achieved $5.2 million in annual savings from 2004 - 2006.• Greenfield start-up - Mexico Plant start-up leading the Engineering Services Group through the design and build of specialty equipment improving plant efficiencies 12% and quality 15%.• Consulted shop floor CI events improving efficiencies, quality, delivery, and safety.• Developed/Implemented the Advanced Continuous Improvement Training (ACT) to improve executive CI skills and further develop the CI culture.• Created and implemented CI programs across the Value Chain driving efficiency and quality improvements – DCI, Value Stream Maps, CI Events Show less

Responsible for all facets of marketing for the Hardwood Division ($180 million product portfolio) including strategy, market research, product development, and product management.• Developed and introduced 20 new products that generated revenue growth of $16 million (9%) in flat market. • Improved margins by 5% by rationalizing underperforming models to improve portfolio mix.• Managed $3.0M annual operating budget – Consistently >5% favorable to prior year • Implemented… Show more Responsible for all facets of marketing for the Hardwood Division ($180 million product portfolio) including strategy, market research, product development, and product management.• Developed and introduced 20 new products that generated revenue growth of $16 million (9%) in flat market. • Improved margins by 5% by rationalizing underperforming models to improve portfolio mix.• Managed $3.0M annual operating budget – Consistently >5% favorable to prior year • Implemented a 3P (Production Preparation Process) to the product development process resulting in a Cycle Time improvement >50%. Show less

• Led CI / Lean Business Process function for Hillenbrand’s Funeral Services Group (Forethought Life Insurance, two Batesville Casket start-up businesses). Responsibilities included consulting events, facilitating strategy sessions and developing associates.• Facilitated business process events (finance, claims processing, debit balance, phone support, IT processes) resulting in efficiency, quality and cycle time improvements.• Achieved efficiency targets of $2.0M each year in 1999 and… Show more • Led CI / Lean Business Process function for Hillenbrand’s Funeral Services Group (Forethought Life Insurance, two Batesville Casket start-up businesses). Responsibilities included consulting events, facilitating strategy sessions and developing associates.• Facilitated business process events (finance, claims processing, debit balance, phone support, IT processes) resulting in efficiency, quality and cycle time improvements.• Achieved efficiency targets of $2.0M each year in 1999 and 2000. Show less

• Led manufacturing and distribution functions for a start-up business venture team introducing a new consumer bed product – “Sleep Options”.• Implemented process and material improvements that reduced the cost per unit 38%.• Improved manufacturing and distribution efficiencies by more than $300K or 18%.• Implemented metro distribution system in Cincinnati, Columbus, Dayton, and Indianapolis