Interim Operations Executive Consultant

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Summary

This Interim Operations Executive Consultant is an experienced consultant and senior interim operations executive, with strong Lean background, delivering both strategic insight and hands-on execution to produce a track record of improving operations. His engagements span current-state diagnosis, footprint rationalization, capacity planning, and the design of sustainable Lean management systems. This Interim Operations Executive Consultant is equally effective leading an operation day-to-day and functioning as a CI consultant partnering with site and executive teams. He quickly assesses current state operations, highlights key issues and creates practical recommendations targeted to the unique need of each plant, which quickly result in measurable gains in throughput, delivery, quality and cost. This Interim Operations Executive Consultant is known for insightful analysis, clear and credible information to executives. He effectively relates with all levels of the organization with a history of solving the issues the current team has struggled to resolve. 

This Interim Operations Executive Consultant has worked as a consultant or operations leader with over 50 companies, public and private, including medical and other regulated industries. The bulk of his past work has occurred in assembly-focused, multi-site manufacturers with $50 – $200M in annual revenue. 

Highlights

• Lean Manufacturing 

• Multi-site Leadership 

• Interim Executive 

• Current State Analysis 

• Assembly Optimization 

• Footprint Planning and Rationalization

• Medical & Regulated Industry Experience 

• Production Capacity & Constraint Management 

• S&OP/SIOP Coordination 

• Team Development and Culture Change 

• CI Program Design and Deployment 

• Executive Communication

Relevant Accomplishments

• Lean Transformation. Applied lean manufacturing to reduce assembly lead time on a core product from 8+ weeks to 4 weeks. Transitioned a product line from bay build to a lean flow line, cutting assembly labor 40% and cycle time from 6 weeks to 4 days with Kanban-controlled inventory. Eliminated $1.4M+ in annual manufacturing variances through structured engineering change integration processes. Created flexible production capacity model to match large industry swings, minimizing impact to employees.  

• Medical Device Turnaround. Led manufacturing changes for a rapidly growing $100M medical device company; eliminated 13 consecutive months of backorders in 22 days, reduced lead time over 71% (from 13 weeks to 26 production days). Averted $5M planned manufacturing space addition, actually reduced the production footprint. 

• Footprint Planning and Product Flow. Implemented first lean assembly line in 5 days and expanded line capability to handle 30% of part numbers. Instituted modified pull system and transitioned to on-demand scheduling, decreasing lead times 20% to 80%, while freeing nearly 5K square feet of production floor space.  

• Capacity Growth with Flat Headcount. Managed five production facilities (USA and Europe) across 10+ diverse product lines. Initiated multiple Kaizen and demand-flow events; grew production 30% in multiple work centers to record levels while holding headcount flat and reducing overtime. Resolved a year-long backlog in a key product line, driving work center output from $3.3M to $5.2M in successive quarters. 

• Throughput Increases and Customer Satisfaction. Served as Interim Forage Division President then VP Operations for a vertically integrated manufacturer with capabilities spanning saw, mill, lathe, laser, press brake, weld, paint, assembly, and test. Within three weeks, initiated changes to resolve a chronic spare parts backlog — the primary driver of customer dissatisfaction — reducing backlog over 60% within six weeks. Redesigned manufacturing strategy to increase capacity over 30% in three months, improved SIOP execution, and revamped planning assumptions, material handling, and internal forecasting. 

• Culture Turnaround with Operational Improvement. Rebuilt trust from executive management and the other business functions through accurate data and meeting commitments. Established daily management, visual scheduling, and improvement systems to drive process, design, and test changes, boosting on-time delivery spare parts to 95%+ and reducing poor quality incidents at customer installation by 60%. Revamped existing systems for forecasting, quoting, planning, and capacity management, enhancing operational predictability and eliminating cycles of hiring and lay-offs; exceeded revenue forecast in 20 of 23 quarters.  

Roles

• Principle Consultant, LEANChange 

• Director of Operations, Critical Sensing & Controls, Advanced Energy 

• Director of Manufacturing Operations, Veeco MBE & ALD 

• Director of Operations,  TEL FSI 

• Vice President (Consultant), Manchester Companies 

• Adjunct Faculty, Lean Enterprise Program, University of St. Thomas 

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