Wesley Funsch Email and Phone Number
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An innovative business and operations strategist, I have transformed existing and turnaround organizations into top tier, self-sustaining entities by setting new standards for performance, profitability, and success that both peers and competitors strive to achieve. I possess the ability to rapidly learn the intricacies of new situations, technology, and teams, and I am an expert at identifying both overt and latent opportunities to improve current practices, and establish a solid foundation for future advancement. I am continually recognized for my ability to achieve positive outcomes where all others have failed and for going above and beyond the call of duty to ensure objectives are not only met, but surpassed. Conceptualizing and directing high-impact initiatives and Lean manufacturing projects that produce long-term sustainable business and profit growth, I will be a valuable asset to your company. I am a visionary, hands-on leader, creative problem solver, and mentor. My passion for developing human and organizational potential exceeds the average professional. I am enthusiastic about creating groundbreaking solutions that increase capabilities and drive business to the next level. I thrive in challenging environments and always deliver outstanding results. Specialties: Strategic Analysis & Planning • Lean Transformation & Modernization • Bottom-Line Optimization • Turnarounds • Multi-Project Management • Continuous Improvement • Safety • QualityResource Management • Complex Problem Solving • Team Building • Leadership Development • Cross Functional Team Management
Emerald Transportation Solutions Llc
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Chief Operations OfficerEmerald Transportation Solutions Llc Jul 2022 - PresentFayetteville, Georgia, Us
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Owner / Senior ConsultantKey 5 Consulting Jan 2021 - PresentA personally held consulting firm focusing on LEAN transformation within low to mid-volume shops supporting all aspects of business operations.Embedded consultant as Interim GM for all operations of a custom steel door manufacturer. Role was expanded and extended to include payroll, AP approval, manpower review, SQDC, general business operation and closure of site. Contract through TBM Consulting Group (www.tbmcg.com)• Establish a 3 tier GEMBA process to gain ownership and accountability between office and production • Facilitated Value Stream Maps both Current and Future state showing a 11% reduction in workforce• Developed Referral Program to improve hiring and retention• Codeveloped and maintained critical task list for closure of plant – production runout, customer liaison, equipment moves, plant readiness for sale, etc
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Vp Of OperationsNanolumens Sep 2015 - Dec 2020Peachtree Corners, Ga, UsSelected to head and scale operations through double digit growth by instilling processes and procedures based in Lean concepts. Oversee 40 direct and indirect reports from project launch through post-sales support.Scaled revenue through optimizing employee throughput by 4X and establishing LEAN inspired process flow within manually assembly process.Slashed domestic COGS by 50% through both BOM standardization and vendor workshops to achieve break even EBITDA.Streamlined project management utilizing mixture of systems automations and repeatable customer experience touch points.Facilitated creation of employee engagement through the implementation of PDCA teams, stemmed from field failures and sales directions to support overall customer satisfaction.Actively supporting Partnership Gwinnett, Lean Breakfast Club and exposing the operations team to various LEAN tools.Researched and leased 22,750 sq ft of new operations location. Space outfitted with warehouse, assembly and shipping provisions. Cross-functional team established layout, power drops and flow patterns. Space commissioned on 2/12/16 -
Plant ManagerEaton Cooper Lighting Nov 2012 - Sep 2015Peachtree City, Georgia, UsChosen to architect and drive a turn-a-round with a 65-year-old facility of 350 unionized employees. Oversaw all aspects of operations from planning though shipments with monthly PNL reporting.Developed and executed strategic cost reductions and productivity improvement yielding 33% increase in Operating Income. Plant received second place in the Eaton’s Electrical CI awards program.Facilitated $50M product transfer in 100 days, while maintaining key metrics in safety, quality and delivery.Championed the use of 5-Whys on internal Out-Of-Box audit failures to reduce customer Quality Notification by 50%.Negotiated 5-year contract; stayed within budget, completed in 3 days and avoided surprises.Received 2013 and 2014 Cooper Lighting Total Cost Productivity award for achieving 9.5% and 11.2% respectfully, year over year improvement in direct and indirect cost. -
Manager Of Plant 22Rbc Bearings May 2010 - Nov 2012Oxford, Ct, UsDual roles supporting all of manufacturing engineering onsite as well as singular responsibility for $16.5 million product line. Both roles require knowledge of turning, grinding and heat treat manufacturing processes. Focused Plant 22 on a Lean transformation, by implementing visual controls, standard work and simple 5S principles, netting improved margins. Directly managed up to 10 salaried employees and indirectly 17 hourly employees.Major Contributions:Managed Large Bearings Plant from creation through manufacturing while satisfying customer order book consisting of $16.5 million in cylindrical, tapered thrust, and spherical roller bearings.Champion APQP process launching 19 new part numbers to support growth initiative; opening the potential for $10 million of growth.Developed, launched and managed $7.4 million DX rated contract for Axle Tech. Required the development of Hard Chrome grinding, utilization of torque control, and coordination of six (6) out-sourced vendors. Orchestrated the development of RBC’s first spherical roller bearings; less than 6 months from request for quote to shipment of PAPP parts, on budget and on time to customer’s want date.Developed super-finishing process to eliminate outside vender requirement, saving over $50k per year and reducing lead-time to customer.Established Manufacturing Engineer’s annual cost savings program, targeting $100k per engineer per year savings.Improved Financial GM from negative to above 25% in 18 months. -
Manufacturing Engineering ManagerRbc Bearings Sep 2009 - May 2010Oxford, Ct, Us
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Plant ManagerBaldor Electric Feb 2007 - Jul 2009Formulate and oversee all aspects of strategic and tactical plans for mechanical manufacturing plant with $30M in annual sales. The plant produces drum pulleys, motor mounts and take-up frames. Responsible for 100% of plant operations. Collaborate with Corporate Marketing, Design Engineering, and Sales on driving product lines' revenue and establishing direction. Direct 7 department heads supervising +110 employees.Major Contributions:Increased profitability 0.3% to 15.7% in 2.5 years. Only Plant manager to post consecutive positive financial results in ten years of operation. Reduced supplies, repair and maintenance spending 48.9%.Reduced safety incident rate from >4.6% to 1.5%, achieving 1.25 million hours without a lost time accident, received South Carolina Chamber of Commerce Safety Award.Optimized quality, customer service, profit, productivity, and inventory levels. Expanded drum pulley offering by co-designing hydro forming process, decreasing labor cost by over 60%, while improving quality and shortening manufacturing cycle.Improved Net Ship Billed per employee from <$150k to over $250k, reducing required head count by +20%Improved customer service metrics: On time to promise from <65% to above 95% and, Line item fill rate from <85% to above 97%.
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Plant ManagerRockwell Automation Oct 2006 - Feb 2007Milwaukee, Wi, UsAdministered 100% of all strategic and tactical plans for manufacturing plant including previously mentioned complex 25M mechanical manufacturing plant; sold to Baldor Electric in 2007. Performed identical duties as above as second youngest Plant Manager to date. Oversaw +130 employees. Responsible for 100% of all plant operations.Major Contributions:Achieved ISO 9002, established training modules and training coordinator.Restructured pulley capacity to meet customer requirements for larger drum pulleys, flexing surplus capacity into areas of bottle neck.Launched new wing pulley design, utilizing existing fixtures, labor and processes.Instituted scheduling process structured on standard hour targets for critical work centers, utilizing kan-ban screen, standard routings, and rules based priorities. -
Continuous Improvement / Engineering / Manufacturing ManagerRockwell Automation Aug 2005 - Oct 2006Milwaukee, Wi, UsVarious rolls leading all kaizen events, manufacturing engineering, and shop floor production within facility. Created strategic plans to improve manufacturing processes, cost control, productivity, and profitability. Directed 7 management overseeing +100 hourly employees.Major Contributions:Initiated capital plan to modernize operations, targeting plate rollers, stress relief furnace, and turning capacity. Spent >$2.5 million in 2 year, surpassing the $600k spent the prior 4 years.Aggressively lowered manufacturing cost, yielded first year of positive Gross Margin.Developed kan-ban buffers to utilize common components while reducing complexity and throughput time.
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Production Manager / Department Manager / EngineerRockwell Automation Jan 1999 - Jan 2001Milwaukee, Wi, UsSupported capital equipment implementations, justifications, and manufacturing processes.Developed and trained employees on new equipment and production processes.Designing unique ACCESS programs to monitor buffer replenishment.Played major role in modernizing Lean transformation process.
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Quality Supervisor / EngineerRockwell Automation Jan 1996 - Jan 1999Milwaukee, Wi, UsAssistant Melt Deck Metallurgist.Supervised 9 Finial Inspectors in a Union facility.Establish a defect tracing system with ACCESS, with automatic update to the main frame.
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CaptRockwell Automation Feb 1995 - Feb 1996Milwaukee, Wi, UsCustomer and Product Training.Learned about DODGE product offerings.Trained on specify correct sized PT components.
Wesley Funsch Skills
Wesley Funsch Education Details
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Georgia Institute Of TechnologyMaterials Science -
Indiana University South BendMaster Of Business Administration
Frequently Asked Questions about Wesley Funsch
What company does Wesley Funsch work for?
Wesley Funsch works for Emerald Transportation Solutions Llc
What is Wesley Funsch's role at the current company?
Wesley Funsch's current role is COO for a rapidly growing up-fitter of Refrigerated Trucks and Vans.
What is Wesley Funsch's email address?
Wesley Funsch's email address is wf****@****ens.com
What is Wesley Funsch's direct phone number?
Wesley Funsch's direct phone number is +122959*****
What schools did Wesley Funsch attend?
Wesley Funsch attended Georgia Institute Of Technology, Indiana University South Bend.
What are some of Wesley Funsch's interests?
Wesley Funsch has interest in Running, Children.
What skills is Wesley Funsch known for?
Wesley Funsch has skills like Lean Manufacturing, Process Improvement, Engineering, Six Sigma, Value Stream Mapping, Continuous Improvement, Cross Functional Team Leadership, Apqp, Operations Management, Erp, Manufacturing Engineering, Kaizen.
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