Wesley Funsch Email & Phone Number

Fayetteville, Georgia, Us

A 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

Peachtree Corners, Ga, Us

Selected 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

Peachtree City, Georgia, Us

Chosen 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.

Oxford, Ct, Us

Dual 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.

Oxford, Ct, Us

Formulate 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%.

Milwaukee, Wi, Us

Administered 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.

Milwaukee, Wi, Us

Various 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.

Milwaukee, Wi, Us

Supported 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.

Milwaukee, Wi, Us

Assistant 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.

Milwaukee, Wi, Us

Customer and Product Training.Learned about DODGE product offerings.Trained on specify correct sized PT components.

Bachelor Of Engineering (B.Eng.), Materials Science

Master'S Degree, Master Of Business Administration