Experienced Manufacturing and Operations Consultant

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Summary 

This consultant is a highly successful, experienced manufacturing/operations leader, utilizing data-driven decision making, known for guiding companies through transformational change/growth/acquisitions, developing a “strong bench of leadership talent”, promoting overall employee development and building highly effective teams that maximize stewardship and produce exceptional results. A skilled strategist, tactician and problem solver adept at improving on deliverables – Safety, Quality, On-Time Delivery as well as controlling costs and increasing revenues to enhance Profitability (EBITDA) with outstanding achievements in P&L accountability (ROI). He has been directly responsible for 14 facilities (3 startups / 4 acquisitions) with up to 350 team members that manufactured a wide variety of consumer products. A visionary leader with demonstrated expertise in creating operational efficiencies, continuous improvements (LEAN/5S) and driving quality (Six-Sigma/SPC) throughout the organization. Companies/facilities whose total operations were under his stewardship have received awards such as the MN Handicapped Employer of the Year, the WI Environmental Company of the Year and twice a Midwest finalist in the prestigious Ernst & Young Entrepreneur of the Year based on that company’s “success” driven by its unique team culture and approach. “Take care of your Employees and they’ll take care of your Customers = Profitability” 

Highlights 

• 30+ years of experience leading manufacturing 
• 25+ years of total P&L improvement responsibility 
• 100+ successful continuous improvement projects 
• Prepared 5 companies “For Sale” 
• Building Exceptional Teams / Organizational Development 
• Budgeting & Forecasting 
• Data Driven Decision Makin 

Relevant Accomplishments 

Colonial Craft – 

• Increased pre-tax net profit by 1043% ($350k to $4M) as sales rose 149% ($18M to $45M)   
• Tasked with responsibility of correcting problems of late shipments, rising costs, poor morale and upgrading the plant to handle expected dramatic increase in sales. 
• Created strategic plan and operational budget.  Reorganized plant layout for improved space utilization (reduced space by 50%) and revamped manufacturing processes, implementing LEAN/Six-Sigma, continuous improvement practices and streamlined supply chain. Introduced performance metrics (KPI’s), monthly Kaizen events and new supplier evaluation process to better control incoming material.  Improved on-time shipping from 86% to 99.99% and fill-rate from 78% to 100%. 

• Developed (In-House) Leadership Training Program and led monthly Kaizen events. 
• Brought new facility online, on-time and on-budget, exceeding first year profit forecasts by over 300%. 
• Integrated three new manufacturing divisions (1 startup / 2 acquisitions) into company’s operations. 
• Set up new manufacturing facility, exceeding first year profit/loss forecasts by 301%.  With new product coming online, identified the need for new facility to handle increased production demands.  Established additional manufacturing plant; hired and trained management staff to run facility.  Transferred and installed equipment for new product line.  Brought new plant online, on time and exceeded all projections. 

 

International Cryogenics – 

• Increased manufacturing gross margin by nearly 90% (18.9% to 35.3%) 
• Streamlined operations/supply chain: Introduced LEAN/Six Sigma and continuous improvement concepts, increasing capacity over 240%, allowing the company to take on additional sales – all while reducing manufacturing space. Reduced selling expenses by 39.7%. 

 

J.B. O’Meara – 

• Increased pre-tax net income by 317% ($1.15M to $4.8M). 
• Restructured/streamlined pre-hung door frame assembly and finishing operations. Added truss assembly to the facility. 
• Introduced LEAN/Six Sigma and continuous improvement concepts across operations/supply chain, increasing capacity over 200%, all without increasing space. 

 

Aaron Carlson – 

• Increased manufacturing gross profit by 158% ($617k to $1.59M) as sales stayed flat. 
• Streamlined operations/supply chain: Introduced LEAN/Six Sigma and continuous improvement concepts, increasing capacity over 200%, allowing company to take on additional sales – all without increasing space – while reducing overall manpower. 

 

Great Lakes, LLC – 

• Increased pre-tax profits by 487% ($750k to $4.4M) as sales rose 243% ($14M to $48M). 

• Improved on-time delivery to 99.5% and fill-rate to 99%. 
• Increased capacity over 300%, allowing company to take on additional sales (wholesale and retail as well as domestic and international) all without increasing space or manpower. 
• Streamlined operations/supply chain: Introduced LEAN/Six Sigma concepts, increasing capacity over 200%, allowed company to take on additional sales – all without increasing space – while reducing overall manpower. 
• Expanded the supply chain operations to include an international distribution network. 

Roles 

• Principal 
• VP Operations 
• Corporate Operations Manager 
• Operations Manager 
• Information Systems Manager 

Request Expert / Similar Expert

Click “request expert” for a free initial screening call with this expert or a similar expert regarding your expert consulting needs