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Introduction
Don is an accomplished operations leader with extensive experience in the areas of: quality management, purchasing and materials management, lean six sigma implementation, and new product introduction. Don has been particularly effective in reducing costs and increasing profitability within the businesses he has had the privilege to work with and these organizations have shown continuous improvement in operational excellence. One of Don’s core strengths is implementing lean principles and practices, which has given these organizations the ability to have flexible and reactive work forces to meet inordinate customer demands when needed. |
Profile
Don’s experience and areas of focus include: Safety, Quality, Productivity, Profitability, and EBITDA with cost savings. His approach in each of the areas is one of identification of: improvement methods, measurables, current state baseline, future lean vision, future state production model, layout enhancement, production tracking, and cycle time reduction. He is able to work with and lead cross functional teams with a great deal of collaboration and support. Don has led several multi-phased improvement implementations in his career, with lasting cost reductions. His knowledge across several industries translates to benefiting his clients within a short ramp up.
Coffee Manufacturing Industry
Facilitated Continuous Improvement and Kaizen activities at the corporate location in St. Louis. Helped to establish a more robust morning tool box kick off for reviewing daily key performance indicators and establishing countermeasures when performance was below target. Mapped coffee bean delivery process for hand pack and created layout for improved flow. Developed several layouts for the implementation of additional capacity with new equipment being installed from Des Moines Iowa location due to shutting down the facility. Project managed the decommissioning of Des Moines Iowa coffee manufacturing location as well as creating training videos and job instructions for equipment being transferred to other manufacturing locations. Managed the closing of the location and returning it back to its original condition as per lease agreement. Coordinated the transfer of capital assets, sale of assets not being transferred, and coordination with clients that purchased the coffee roasting and conveyance equipment.
Medium to Heavy Truck Upfitting Industry
Facilitated Continuous Improvement and Kaizen activities at five upfitting locations in five states. Implemented, 6S, Gemba for KPI review and waste reduction, Production Job Progress Report, Pull system for moving materials throughout the upfitting process. Completed the creation of a Value Stream Map Current State and Future state as well as action plans to move toward future state from the point of receiving an order to shipping the finished upfitted truck.
Fiber Glass Composite
Implemented visual workplace for managing daily key performance metrics of safety, quality, productivity, and cost controls. Implemented departmental 6S daily, weekly, and monthly audit program to improve workplace organization and reduce recordable injuries and accidents. Expanded the Quality Management System through the implementation of Job Instructions training program utilizing TWI, roving auditors, and layered process audits to assure quality system was sustainable. Restructured middle and front-line supervision across the organization to have solid leadership in place to manage and lead their respective areas effectively. Drove material and labor cost savings initiatives of nearly $500K in 2012. Reduced external warranty defects and returns on delivery from 3.75% to 2.52%. First Pass Yield averages above 98.5% on a consistent basis. Implemented cellular work cell that improved the production output by 10% in the Q2 of 2013. Drove the implementation of Fast Response Tracking System to resolve quality issues identified externally or internally to a sustainable level with cross-functional team participation. Assisted in the implementation of new product releases for new model caps, lids, and tractor hoods. Implemented a Zero Accident Culture approach which focused on leading indicators; such as first aid, near misses, and behavior-based observations. Obtained OHSA training for all operations managers and supervisors so that each understood the liability and risk related to potential safety hazards. Reduced YOY incident rates and lost time injuries significantly over the past 15 months. Lost time injuries in 2012 were three across three plants. Improved materials on hand from 5.5% to 5% in 2012. Improved material turns to 12 from 10 in 2012 through implementation of consignment programs, supplier pulls and better formalized planning system. Improved workplace communications by implementing all hands meetings, round table discussion, weekly staff meetings and morning tool box meetings.
Power Industry
Facilitated Continuous Improvement activities and Kaizen events that led to 8% increase in EBITDA despite 15% decrease in volume. Facilitated the implementation of warehouse management system along with hourly loops with installation of a tugger route and material pull system. Reduced warehouse personnel by 70%. Lowered working capital by $4M (18%). Established cost savings initiatives ($2MM total combined) in labor metrics, reducing inventory levels, and long-term capital strategy. Member of the Product Pricing Committee that reviewed and approves all large orders and major OEM agreements and contracts. Implemented a Zero Accident Culture approach which focused on leading indicators; such as first aid, near misses, and behavior-based observations. Obtained OHSA training for all operations managers and supervisors so that each understood the liability and risk related to potential safety hazards.
Reduced monthly incident rate from 2.75 to zero by focusing on leading indicators of accidents. Performed root cause analysis with cross functional team members and implemented corrective actions plant wide. Directed quality improvement by implementing training within industry (TWI), developing job instructions, standard work, and standard audit procedures. Additionally, establishing key quality check sheets at each station, reducing the defects per units from 2.75 DPU, to 0.95.
Product Line Manufacturing
Facilitated Continuous improvement activities on the Medium Uninterruptable Power Systems line Improving product throughput by 100%, (reduced headcount from 44 to 22 associates while building the same output) by eliminating waste throughout the processes, which resulted in improved customer delivery and reduced lead-times. Coordinated and directed product changes while reviewing quality issues and maintaining on-going positive supplier/customer relationships. Maintained working relationship with the support groups for the product line areas of assigned responsibility. Challenged the master scheduler, material acquisition specialists and planners to be proactive in identifying material issues causing delays in production and implementing long term preventative actions for improvement of timely delivery of materials. Managed a unionized workforce and was instrumental in utilizing other classification associates in other areas of the facility to maintain reduced headcount and a more positive bottom line. Changed recall philosophy from earned hour’s decision to throughput-based decision.
Power Distribution
Led and directed 53 hourly manufacturing associates to be the best cost producer of six uniquely different products. Through team events and employee suggestion panels improved overall key performance indicators as well as line throughput on the Power Distribution assembly line. Coached and trained two self-directed work teams. Planned and maintained department budgets. Hired staff to support production increase of 60 percent. Directed the re-manufacturing of used equipment. Monitored and approved all training of hourly associates in departments. Maintained ISO certification readiness with work instructions, flow charts, forms, and controlled documentation. Established the disciplines within the department to improve department throughput using lean manufacturing methodologies. Maintained first pass rate at or above the plant average.
Industrial Engineering
Developed training videos and job instructions for Ronnoco Coffee and Mid America Roasterie. Implemented daily tool box meeting for reviewing KPI metrics, safety, quality, productivity, and cost as well as countermeasures for areas below target. Coordinated transfer of capital equipment from Mid America Roasterie to Ronnoco Coffee. Project Managed the decommissioning of the Mid America Roaster location in Des Moines, Iowa, transferring production equipment, selling of assets, and managing returning the plant location back to the original condition. Coordinated the layout for relocation of power facility from Delaware Ohio to Columbus Ohio. Led several studies by the Industrial and Systems engineering department of Ohio State University, I.e. forklift utilization and procurement, sheet metal costing and throughput analysis in manufacturing. Facilitated the assembly of fixtures, lifting devices, alignment tools to aid in timely throughput of power products maintained and coordinated appropriations requests for capital equipment purchases within the division. Created department documentation manuals for ISO certification. Directed the power division in preparing for ISO 9001 certification. Established routing and labor standards for new product releases to Power products, including sheet metal and assembly processes. Monitored labor standards for throughput analysis and utilization of resources.
Client and Company Listing (partial)
Tapco International
A.R.E. Accessories
Thomas & Betts Power Solutions
Liebert Corporation
Education
MBA, Business, University of Phoenix, Westerville, Oh.
Bachelor, Business, Mount Vernon Nazarene University, Westerville, Oh.
Mechanical Engineering – 2 Years, Columbus State Community College, Columbus, Oh.
Don’s experience and areas of focus include: Safety, Quality, Productivity, Profitability, and EBITDA with cost savings. His approach in each of the areas is one of identification of: improvement methods, measurables, current state baseline, future lean vision, future state production model, layout enhancement, production tracking, and cycle time reduction. He is able to work with and lead cross functional teams with a great deal of collaboration and support. Don has led several multi-phased improvement implementations in his career, with lasting cost reductions. His knowledge across several industries translates to benefiting his clients within a short ramp up.
Coffee Manufacturing Industry
Facilitated Continuous Improvement and Kaizen activities at the corporate location in St. Louis. Helped to establish a more robust morning tool box kick off for reviewing daily key performance indicators and establishing countermeasures when performance was below target. Mapped coffee bean delivery process for hand pack and created layout for improved flow. Developed several layouts for the implementation of additional capacity with new equipment being installed from Des Moines Iowa location due to shutting down the facility. Project managed the decommissioning of Des Moines Iowa coffee manufacturing location as well as creating training videos and job instructions for equipment being transferred to other manufacturing locations. Managed the closing of the location and returning it back to its original condition as per lease agreement. Coordinated the transfer of capital assets, sale of assets not being transferred, and coordination with clients that purchased the coffee roasting and conveyance equipment.
Medium to Heavy Truck Upfitting Industry
Facilitated Continuous Improvement and Kaizen activities at five upfitting locations in five states. Implemented, 6S, Gemba for KPI review and waste reduction, Production Job Progress Report, Pull system for moving materials throughout the upfitting process. Completed the creation of a Value Stream Map Current State and Future state as well as action plans to move toward future state from the point of receiving an order to shipping the finished upfitted truck.
Fiber Glass Composite
Implemented visual workplace for managing daily key performance metrics of safety, quality, productivity, and cost controls. Implemented departmental 6S daily, weekly, and monthly audit program to improve workplace organization and reduce recordable injuries and accidents. Expanded the Quality Management System through the implementation of Job Instructions training program utilizing TWI, roving auditors, and layered process audits to assure quality system was sustainable. Restructured middle and front-line supervision across the organization to have solid leadership in place to manage and lead their respective areas effectively. Drove material and labor cost savings initiatives of nearly $500K in 2012. Reduced external warranty defects and returns on delivery from 3.75% to 2.52%. First Pass Yield averages above 98.5% on a consistent basis. Implemented cellular work cell that improved the production output by 10% in the Q2 of 2013. Drove the implementation of Fast Response Tracking System to resolve quality issues identified externally or internally to a sustainable level with cross-functional team participation. Assisted in the implementation of new product releases for new model caps, lids, and tractor hoods. Implemented a Zero Accident Culture approach which focused on leading indicators; such as first aid, near misses, and behavior-based observations. Obtained OHSA training for all operations managers and supervisors so that each understood the liability and risk related to potential safety hazards. Reduced YOY incident rates and lost time injuries significantly over the past 15 months. Lost time injuries in 2012 were three across three plants. Improved materials on hand from 5.5% to 5% in 2012. Improved material turns to 12 from 10 in 2012 through implementation of consignment programs, supplier pulls and better formalized planning system. Improved workplace communications by implementing all hands meetings, round table discussion, weekly staff meetings and morning tool box meetings.
Power Industry
Facilitated Continuous Improvement activities and Kaizen events that led to 8% increase in EBITDA despite 15% decrease in volume. Facilitated the implementation of warehouse management system along with hourly loops with installation of a tugger route and material pull system. Reduced warehouse personnel by 70%. Lowered working capital by $4M (18%). Established cost savings initiatives ($2MM total combined) in labor metrics, reducing inventory levels, and long-term capital strategy. Member of the Product Pricing Committee that reviewed and approves all large orders and major OEM agreements and contracts. Implemented a Zero Accident Culture approach which focused on leading indicators; such as first aid, near misses, and behavior-based observations. Obtained OHSA training for all operations managers and supervisors so that each understood the liability and risk related to potential safety hazards.
Reduced monthly incident rate from 2.75 to zero by focusing on leading indicators of accidents. Performed root cause analysis with cross functional team members and implemented corrective actions plant wide. Directed quality improvement by implementing training within industry (TWI), developing job instructions, standard work, and standard audit procedures. Additionally, establishing key quality check sheets at each station, reducing the defects per units from 2.75 DPU, to 0.95.
Product Line Manufacturing
Facilitated Continuous improvement activities on the Medium Uninterruptable Power Systems line Improving product throughput by 100%, (reduced headcount from 44 to 22 associates while building the same output) by eliminating waste throughout the processes, which resulted in improved customer delivery and reduced lead-times. Coordinated and directed product changes while reviewing quality issues and maintaining on-going positive supplier/customer relationships. Maintained working relationship with the support groups for the product line areas of assigned responsibility. Challenged the master scheduler, material acquisition specialists and planners to be proactive in identifying material issues causing delays in production and implementing long term preventative actions for improvement of timely delivery of materials. Managed a unionized workforce and was instrumental in utilizing other classification associates in other areas of the facility to maintain reduced headcount and a more positive bottom line. Changed recall philosophy from earned hour’s decision to throughput-based decision.
Power Distribution
Led and directed 53 hourly manufacturing associates to be the best cost producer of six uniquely different products. Through team events and employee suggestion panels improved overall key performance indicators as well as line throughput on the Power Distribution assembly line. Coached and trained two self-directed work teams. Planned and maintained department budgets. Hired staff to support production increase of 60 percent. Directed the re-manufacturing of used equipment. Monitored and approved all training of hourly associates in departments. Maintained ISO certification readiness with work instructions, flow charts, forms, and controlled documentation. Established the disciplines within the department to improve department throughput using lean manufacturing methodologies. Maintained first pass rate at or above the plant average.
Industrial Engineering
Developed training videos and job instructions for Ronnoco Coffee and Mid America Roasterie. Implemented daily tool box meeting for reviewing KPI metrics, safety, quality, productivity, and cost as well as countermeasures for areas below target. Coordinated transfer of capital equipment from Mid America Roasterie to Ronnoco Coffee. Project Managed the decommissioning of the Mid America Roaster location in Des Moines, Iowa, transferring production equipment, selling of assets, and managing returning the plant location back to the original condition. Coordinated the layout for relocation of power facility from Delaware Ohio to Columbus Ohio. Led several studies by the Industrial and Systems engineering department of Ohio State University, I.e. forklift utilization and procurement, sheet metal costing and throughput analysis in manufacturing. Facilitated the assembly of fixtures, lifting devices, alignment tools to aid in timely throughput of power products maintained and coordinated appropriations requests for capital equipment purchases within the division. Created department documentation manuals for ISO certification. Directed the power division in preparing for ISO 9001 certification. Established routing and labor standards for new product releases to Power products, including sheet metal and assembly processes. Monitored labor standards for throughput analysis and utilization of resources.
Client and Company Listing (partial)
Tapco International
A.R.E. Accessories
Thomas & Betts Power Solutions
Liebert Corporation
Education
MBA, Business, University of Phoenix, Westerville, Oh.
Bachelor, Business, Mount Vernon Nazarene University, Westerville, Oh.
Mechanical Engineering – 2 Years, Columbus State Community College, Columbus, Oh.
