Tracy Groholski Email & Phone Number

Aurora, Colorado, United States

Provide executive leadership to RRD's Aurora, Colorado plant. Lead the development of plans and strategies for continually improving safety, quality, customer relationships, productivity, sales/new business efforts and financial success. Provide leadership through continual employee development, equipment utilization and facilities/systems improvement in all functions. Monitor progress and create action plans to achieve strategic plans, budgets and location's financial success. Complete responsibility and accountability for all aspects of the assigned location.

Lead large-scale, strategic initiatives around continuous improvement, performance management, and lean manufacturing for payments and business technology firm processing payments. Implement process improvement initiatives and resolve performance issues for 6 manufacturing sites. Direct talent strategy and team of lean engineers in checks segment to drive improvement cultures and implement quality systems. Delivered multimillion-dollars in annual savings per location by executing multiple footprint optimization initiatives and consolidating products. Improved quality by 65% by streamlining labor-intensive sorting and packing process—increased productivity by 7%. Transformed lean engineers from siloed roles to strategic enterprise roles maximizing cost savings across organization—grew cost savings realization per individual by threefold. Achieved 40% reduction in customer quality complaints in personal checks by leading cross-functional team through root cause analysis, counter measures, and plan-do-check-adjust cycle. Increased participation in enterprise lean events by 4x by growing engagement in lean education sessions as head of DLES lean council.

Directed safety, productivity, product quality, P&L responsibility, and on-time delivery of 500+ custom orders per day with team of 65 and multimillion-dollar annual budget. Executed IT initiative to optimize manufacturing by transitioning orders from homegrown system to standardized Deluxe manufacturing system. Led performance management by identifying development opportunities for high-potential employees and advocating for pay equity to increase employee satisfaction. Delivered hundreds of thousands of dollars in labor savings and tens of thousands of dollars in favorable material usage against 2018 budget. Reduced annual expenses by optimizing utilization of 2 printing presses to 1 across multiple shifts with hot hand off—eliminated shutdown and start-up processes saving 3+ hours each day in nonproductive work. Promoted 2 employees and mentored 3 others to achieve high-level positions outside the company. Achieved 100% employee retention during site closure process—6-month period from announcement to closure date.

Led process improvement, lean culture development, and execution of lean initiatives. Identified cost savings and resolved production issues. Implemented 5S audit program to ensure 5S sustainability. Executed Kaizen events and lean initiatives to increase safety, productivity, and quality. Influenced prepress operations across 3 manufacturing sites with $46M total revenue to improve processes and efficiency. Increased safety by 80%, quality by 40%, and productivity by 10% by leading 15 Kaizen events and numerous lean initiatives. Achieved 73% improvement in productivity on 1 critical piece of equipment by implementing hour-by-hour board. Reduced setup time by 28% and increased productivity by 10% on 1 bottleneck piece of equipment by leading single-minute exchange of die event. Decreased file handling by 26% and improved customer SLAs by leading value stream mapping with multisite, cross-functional team.

Oversaw quality, productivity, and on-time delivery for 2 product lines with team of up to 27. Led performance management by growing team and developing employees for future promotional opportunities. Grew team from 7 to 27 in 9-month period and promoted 5 members. Improved productivity on new equipment by 100% by partnering with operator and maintenance to create SOPs and increase uptime. Achieved 10% enhancement in Takt time by cross-training operators, improving communication, and adjusting work schedules.

Co-created capacity model to forecast capital equipment purchases for 4 sites to enable leadership planning around capital investments. Improved safety and productivity through process improvements. Delivered $600K in annual savings by partnering with executive leaders to optimize production and increase order efficiency.

Led process improvements and implementation of new MRP system for shelving solutions manufacturer. Increased sales by 15% by conceptualizing, designing, and launching new product line—executed prototype and testing.

Implemented new manufacturing resource planning (MRP) system Alere. Realized $500,000 in savings through work order automation and 5X faster invoicing. Purchased plastic material in economic order quantities, reducing plastic inventory by 45%. Forecasted steel and wire purchases for 2010-2012 - allowed a buy ahead opportunity in 2011 to circumvent a 33% price increase over five months. Scheduled production of a 3,500 store rollout including 7 different configurations with 100% on-time completion.

2nd half of 16 month manufacturing engineering co-op. 1 of 7 engineers to plan the closure and consolidation of 1 plant, implementing a value stream process. Subject matter expert on final assembly, teaching 8 new workers how to build 10 types of units. Conducted quality checks of product during start-up. Managed 2 engineering interns, coordinating and reviewing assignments for 3 months. Back-up production supervisor for 2 departments, supervising up to 25 workers.

1st half of 16 month manufacturing engineering co-op. Reduced down time of a critical machine through using Step+ methodologies and tools, Failure Mode and Effect Analysis, and creating Preventative Maintenance procedures. Redesigned welding area to create an improved material flow, reducing the overall area by 800 sq. ft. and increasing visual appeal. SAP end user.

Logistics intern at Cat Transmissions Business Unit. Created a facility layout using AutoCAD for a 147,000 sq ft warehouse to store material and support kitting operations. Increased storage density 33% by adding an additional 3,000 storage locations. Applied barcode and radio frequency technology to a manual auditing process, resulting in a 70% decrease of required man hours. Trained 6 Sigma green belt.

Bachelor Of Science - Bs, Industrial And Enterprise Systems Engineering

Graduate Certificate, Organizational Leadership