B.S, Engineering Mechanics @
University of Wisconsin
Manufacturing Operations Leader with extensive international experience developing and executing manufacturing strategies that consistently deliver improvements in cycle time, cost control, on-time delivery, product quality and employee safety. Respected for an ability to rapidly understand complex processes, a willingness to embrace new technologies and the honesty to adopt new strategies if the situation requires. Able to utilize
Manufacturing Operations Leader with extensive international experience developing and executing manufacturing strategies that consistently deliver improvements in cycle time, cost control, on-time delivery, product quality and employee safety. Respected for an ability to rapidly understand complex processes, a willingness to embrace new technologies and the honesty to adopt new strategies if the situation requires. Able to utilize personal leadership skills to build a collaborative culture based on clear expectations, open communication, personal accountability and trust. Areas of expertise include:
Commitment to Safety
Business Systems Development
Capital Equipment Acquisition
Nuclear Supply Experience - 10CFR50
Leadership Assessment & Coaching
Extensive ERP experience (Oracle)
Diverse Manufacturing Processes
Complex Project Management
Director of Operations @ From November 2014 to Present (1 year 2 months) Greater Milwaukee AreaDirector of N. American Manufacturing @ Responsible for all operations activities at three manufacturing facilities. The facilities are located in Antigo, WI, Providence, RI and Guaymas, Mexico and have a combined union and non-union workforce of 220 employees with a $40M budget.
Safety champion for operations resulting in achieving the lowest TRIR in company history. Actions included creating a "Safety Basics" program for all sites and co-leading DuPont STOP safety program integration while achieving trainer certification.
Led ERP scheduling and capacity management initiative to improve on time delivery at the Mexico and RI sites. OTD improved to over 95% from 70% and 75% respectively and lead times were reduced by 25% at both sites in less than one year.
Led continuous improvement (C.I.) cultural transformation which implemented problem solving based visual management (SQDC), GEMBA walks, kaizen events and daily follow-up for all sites. First phase of implementation completed for all production and support departments within one year. 2013 savings of $1M and 2014 savings of $2.2M.
Certified internal trainer for C.I. Lean Basics and C.I. for Leadership. Some topics included were: Overview of Lean Manufacturing, 5S, PDCA Process, Lean House, Visual Daily Management, 7 Forms of Waste and Product Flow.
Led Quality Assurance improvements which resulted in 40% reduction in scrap and rework.
Responsible for P&L at all three locations. Implemented cost controls and improved manufacturing processes to maintain gross profit in a challenging business environment. From March 2013 to November 2014 (1 year 9 months) Experienced Operations Leader | Manufacturing | BS | MBA | Lean | P&L | Strategic Planning | Coach @ From March 2013 to March 2013 (1 month) Vice President of Operations @ Oversaw manufacturing, EHS, manufacturing engineering, facilities, maintenance, production and inventory control, shipping, receiving, quality and continuous improvement for a 3 shift, 7 day per week manufacturing facility with 230 union and non-union employees with a $35M budget. Reported to the president.
Member of the senior management team that grew division sales from $160M to $210M.
Co-developed a corporate lean manufacturing program applicable for any production environment. Estimated 5 year savings of $12M.
Established a process improvement team to improve manufacturing instructions to reduce warranty and production expenses. Completed projects resulted in 50% reduction of processing and inspection time while improving overall quality.
Led ISO 14001 development team to achieve certification in less than 6 months.
Created a continuous improvement team for an office process that reduced customer quote response time by 75%.
Oversaw environmental compliance team to achieve a new 5 year WI DNR air permit to meet new regulatory standards. This was required to continue new engine production.
Led capital acquisition team that evaluated, justified and installed all new equipment required to execute the divisional strategic plan. Significant 2012 projects included installation of a $2.3M overhead crane system capable of lifting 250 tons and a $7.5M gantry mill.
Led a safety action team that developed and implemented an immediate production shutdown throughout operations for recordable injuries or significant safety incidents.
Implemented consumable parts kanban system that reduced lead-times by 50%.
Key member of the labor relations negotiating team during 3 separate negotiations. All negotiations were 3 year agreements and ratified without work stoppages and within budget. Restructured the quality assurance program to achieve ASME section III (N-stamp) and NQA-1 certification to support new sales opportunities in the U.S. nuclear market. From 2010 to March 2013 (3 years) Director of Manufacturing @ Directed all fabrication, CNC machining, electrical, assembly and painting activities with 130 union and non-union employees. Budget of $21M. Reported to the Vice President of Operations.
Developed and implemented a lean manufacturing plan resulting in annual savings of $1.8M.
Improved engine assembly on-time delivery from 25% to 75% by creating a visual scheduling and communication process applicable for all new engine models.
Led manufacturing safety program that implemented over 40 major safety improvement projects. Examples include new fall protection systems, incident corrective action tracking and verification, improved hand protection, air quality improvements, noise abatement and engineered lift diagrams for transporting complex assemblies.
Developed a comprehensive lead-time reduction plan targeting manufactured aftermarket components. Program resulted in 50% lead-time reduction on the initial 250 part numbers.
Reduced production related overtime $150K by developing a capacity planning system.
Volunteered to be the manufacturing technical expert for Oracle 11i implementation. Project was completed on schedule with all manufacturing related goals achieved. From 2008 to 2010 (2 years) Director of Aftermarket Operations @ Oversaw manual machining, CNC machining, heat treating and fuel injection departments with 70 union and non-union employees. Budget of $10M. Reported to the Vice President of Operations.
Improved productivity by 25% through kaizen events and continuous improvement projects.
Established safety stock and reorder points to support on-time delivery requirements while reducing inventory by 10%.
Selected as the manufacturing “super user” for the Oracle 10.7 implementation team. Developed new processes and designed associated training material for all areas of operations.
Completed lean black belt training. From 2006 to 2008 (2 years) Project Manager, LPD 22 – Hurricane Katrina Engine Refurbishment Project @ Volunteered to lead the team that developed procedures, schedules, design criteria, part tracking and quality verification processes to refurbish 4 engines damaged during Hurricane Katrina. Contract value was $3M and subject to oversight from the U.S. Navy, Northrop Grumman Shipbuilding and private insurance auditors. Project was completed under budget and 3 months ahead of schedule. Directed 10-15 employees. Reported to the Vice President of Operations. From 2005 to 2006 (1 year) Market Stream Manager @ Selected to lead a team of order analysts, buyers, QA personnel and production schedulers to support aftermarket parts orders from the initial customer request for quote through product shipment. Led process improvements in quotation cycle time, pricing, gross margin, on-time delivery and system lead times which resulted in an on-time delivery increase of 30% while simultaneously reducing past due backlog by 50%. Reported to the Vice President of Operations. From 2002 to 2005 (3 years) Manager of Production Control @ From 2000 to 2002 (2 years) Production Scheduler @ From 1998 to 2000 (2 years) Manufacturing Leadership Program @ From 1996 to 1998 (2 years)
Master's degree, Business Administration and Management, General @ Cardinal Stritch University From 2003 to 2006 B.S, Engineering Mechanics @ University of Wisconsin From 1991 to 1996 Kickapoo High School From 1987 to 1991 Glenn Miller is skilled in: Lean Manufacturing, Continuous Improvement, Manufacturing, Operations Management, Six Sigma, Supply Chain Management, Process Improvement, Supply Chain, Materials Management, Engineering, Quality Management, Purchasing, Manufacturing Engineering, Product Development, Team Building
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