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Summary
Neil is a formidable senior leader with significant accomplishments within both military and private-sector realms. He’s an accomplished operations and manufacturing professional, having successfully orchestrated and completed numerous continuous improvement strategies to reduce cost, increase production, and lament quality related initiatives. An accomplished talent for change management and people development, with a data- and result-driven mindset for long-term business objectives that directly correlate to a better decision-making lexicon. A trusted advisor and confidant with a track record of enhancing profits while simultaneously implementing organizational growth solutions and success.
Highlights
- 25+ years of experience
- P&L Operations Management
- Strategic Business Planning
- Supply Chain Expertise
- Executive Team Leadership
- Acquisition synergy and Integration
- Process Redesign/Change Management
- Continuous Improvement Management
- Quality Assurance and Safety
- High Producer
- Talent Development
Relevant Accomplishments
- Led business plan development that encompassed nine departments, over 30 initiatives, and helped shape new business and expansion opportunities inside the insulated wire harness manufacturing market.
- Designed and implemented a site optimization layout that targeted single-piece flow methodologies and reduced overall floor-stock inventory levels by 20%.
- Led the development and subsequent implementation of standard work procedures that increased YoY revenue to labor performance by 15%, while also significantly reducing employee onboarding and retention rates.
- Deployed a successful continuous improvement program across two adjoining sites, over 150 associates, and two business units, while also enacting a two-week lead time quoting process for new work.
- Initiated 5S program to better manage work-in progress and space utilization across two sites – increased productivity while simultaneously reducing safety risks.
- Curated operational activities for cost-reduction that aligned performance initiatives and shift priorities with EBITDA targets.
- Successfully mapped the formation of the site’s S&OP process that streamlined communication between departments, and helped formulate activities for inside sales.
- Created and led the first-ever Process Path Owner (PPO) initiative for transload operations; efforts helped continuous improvements in four key areas prior to peak season. Most notable enhancement saw an increase in overall efficiencies by 25%.
- Created and implemented a shift throughput model and key performance measures; this effort directly related to the shift exceeded throughput-per-hour goals.
- Performed a life-cycle cost analysis within the transportation division and named a 12-year and 20% cost-savings initiative in the utilization and salvage of transportation resources.
- Significantly reduced DPMO in less than six months through internal process control measures and implementing mobile electronic testing prior to shipment. Led to marketing partnership with third-party electronic testing manufacturer.
- Led the migration of Epicor ERP system that enhanced customer satisfaction by reducing stock-out opportunities, better managing min-max relationships, and implementing a cycle count program.
Roles
- Director of Operations
- Plant Manager
- Senior Manager, Corporate Eng. Support
- Operations Manager
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