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.

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.

• 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.
• 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.
• 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.

• 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.
• 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.
• 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.
• 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.

• 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.
• 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.
• 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.

• 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.
• 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.
• 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
• 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