Highly motivated professional with 20 years operations and manufacturing related management experience. Expertise designing, implementing and managing complex manufacturing processes, increasing operational efficiencies and eliminating waste. Dynamic ability to build and manage strategic relationships, driving organizations to succeed through strategic planning, process/program implementation and leadership. Key Competencies Training & Development • Strategic Business Relationships • System Integration • Six-Sigma & Lean/5S • Plant/Facility Management • Strategic Planning • Process Implementation • Research & Analysis

Global Director of Operations @ A global leader in the scientific test & measurement industry, Buehler is a $100MM wholly owned subsidiary of ITW employing 350 people globally with assembly locations in Lake Bluff, IL, Shanghai, China and Esslingen Germany. The Global Director of Operations role is a leadership position reporting to the Vice President / General Manager, responsible for leading organizational restructuring and infrastructure investment through a metric intensive, outside-in analysis. This position has accountability over all assembly operations, information technology, quality, service, supply chain and logistics. From June 2014 to Present (1 year 6 months) Lake Bluff, ILPlant Manager, Springfield Assembly Plant @ Manage consolidated operations for manufacturing plant focused on producing heavy, severe service and military products as well as medium duty vehicles/products. Facilitated and managed multiple changes specific to manpower balancing and manufacturing restrictions based on equipment, tooling and manpower. •Effectively managed cultural shift as two separate plants are consolidated into a single, four-campus facility (2.2M sq ft, 1K employees and >400 acres) with incremental production volume and capacity, focusing on quality and productivity. •Managed >$2B annual revenue, business unit. •Analyzed and identified core fundamentals required for a high complexity manufacturing facility, invested in core process infrastructure with specifics around facility preventive maintenance systems, retooled and redesigned key areas to accommodate higher complexity and weight, resulting in a 20% increase in daily production volume. •Instrumental in transforming operations from a focused product facility to a high complexity and multi-platform production model, including evaluating, developing and implementing processes that enabled plant to build more complex, heavier, products without full facility upgrade. •Hired, mentored, trained, developed or managed > 800 cross-functional, represented workforce (700 UAW, 70 clinical and technical) and 200 nonunion employees. •Collaborated with Manufacturing, Clerical and Technical union representatives to establish nonconventional solutions within scope of existing labor contracts, allowing for greater utilization of resources to manage influx of products introduced. From November 2012 to August 2013 (10 months) springfield, ohioPlant Manager, Garland Assembly Plant @ Managed daily operations of Navistar’s Heavy, Severe Service and Military truck operation employing > 800 full time and contract individuals including supervision of 10 reports representing supply chain, quality, customer relations, operations, finance and technical services. Non UAW facility (non union) including 49 acres, 650K sq ft. •Developed, implemented and managed efficiency and business plan strategies, ensuring safety, quality and production goals and standards were met at minimal manufacturing costs. •Successfully managed dynamic cultural change launching a Quality Operating System/robust safety culture while ensuring overall business performance is met, improving material availability by 12% with an increase of daily first time quality yield of 20%. •Managed weekly monitoring and root cause evaluations of the material being scrapped, providing visibility and analysis of scope of material being damaged, resulting in 25% reduction in scrap material costs. •Developed and implemented in-station quality initiatives, resulting in a 25% improvement in daily production first time yield while reducing facility overtime by 81% from prior periods. •Developed and implemented new Quality Operating system, improving efficiencies while reducing online defects by 30% while reducing required rework by 60%. From August 2012 to November 2012 (4 months) SST Truck Company, Garland, TXExecutive Director, Manufacturing Operations @ Managed comprehensive manufacturing of vehicles with accountability for quality, delivery and compliance at manufacturing sites in Australia, Brazil and South Africa. Total annual revenue from the three global locations totaled >$140M, with a combined global workforce of >300 employees at an average facility size of 400K sq. ft. • Successfully managed product launches, capacity utilization, plant designs, order to delivery and operational excellence, providing strategic operations support in pursuit of overall company goals. • Directed plant fiscal performance representing the manufacturing component of the business, identifying and executing financial improvement strategies to maximize overall performance of the business, enabling future growth opportunities while maintaining profitable plant infrastructures and increasing overall manufacturing capability. • Through Sales and Operations Planning, effectively managed inventory levels in individual countries, balancing them against forecasted sales trends as well as supply chain capacities, resulting in a 40% reduction in working capital. • Drove incorrect material initiative to 0 by driving enhanced cycle counting, material organization and problem solving on what drives incorrect kit generation, improving accuracy >15%. From May 2011 to August 2012 (1 year 4 months) Lisle, ILOperations Manager, Global Manufacturing Support @ Managed operations for Navistar’s NC2 global business leading plant operations within Australia and South Africa including overall facility capacity planning and integration to North American Commercial vehicle production strategies. • Successfully assessed and implemented production strategies to support strategic production schedules, identifying and improving process restrictions, resulting in an increase in production from 80 employees producing 7 units per day to 146 employees producing 16 units per day. • Implemented safety management program managing Incident Frequency Ratios and Recordable Injuries, resulting in zero lost time injuries during vehicle production times. From November 2010 to May 2011 (7 months) Lisle, ILOperations Manager @ Managed comprehensive production, process development, maintenance and facility operations within a $2+B annual revenue assembly plant operation including 650K sq ft over 49 acres with up to 1000 employees. Coordinated teams for the launch of 5 new product platforms to support both the commercial and military businesses. • Successfully managed facility strategic planning and implementation coupled with new product introduction, driving efficient operations with minimal cost impact. • Developed and implemented multiple data tracking systems, successfully managing organization to a 41% annual reduction in material waste and damage (from $700K pace to absorb to $418K, annually). • Managed dynamic production processes to a 200% improvement in daily build to schedule accuracy, from 39% to 78%. • Implemented and managed improvements in quality, daily production rates, scrap material/shortages and customer delivery requirements, reducing overtime expenditures by 28%. • Effectively reduced overall production related defects by 50% through process and quality improvements. • Developed, implemented and managed strategic plans, outperforming annual cost improvement plan of $8M by $7.1M. • Led production teams to a 49% reduction in overall OSHA recognized safety metrics as compared to the 2008 2.42 IFR, finishing the fiscal year at an overall Incident Frequency Rate of 1.23. From September 2008 to November 2010 (2 years 3 months) SST Truck Company, Garland, TXManager, Product Quality and Process Development @ Managed ground up restructure of quality organization including assembly quality, supplier quality and warranty, driving focused production process capability, integrated communication and collaborative problem solving within the assembly plant operating environment. • Hired, mentored, developed and managed cross functional team of 25 quality, 12 Process Development and 6 product introduction managers dedicated to quality, process development and product introduction. • Facilitated improved process capability, enabling the introduction of >12 significant process improvements that drove increased process capability within a highly complex manufacturing environment, requiring dedicated process control versus independent operator contributions • Collaborated with local college to design, develop and implement 88 hour training program for 668 person workforce utilizing 4 hrs/week for 22 weeks, resulting in increased business understanding, improved product quality and 8.8 CEU credits for use at any Dallas County Community College District campus for each employee. • Implemented and managed strategic initiatives that reduced overall production warranty by >15%, resulting in $8.4M in normalized year over year warranty reductions. From August 2005 to September 2008 (3 years 2 months) SST Truck Company, Garland, TXProject Manager @ Managed multiple projects focusing on key business financial measures, developing a fully interactive financial model allowing various scenarios to be developed modeling the potential outcome of the project. Projects included data mining, compilation and interpretation of significant quality trends and development of short-term containment and long-term solutions to quality issues Designed and implemented vehicle level product validation systems for all 6 North American manufacturing facilities. • Managed multiple, complex projects, resulting in introduction of new level of validation for all products at each of 6 manufacturing sites, a $4M investment per site, significantly reducing infant manufacturing defects by 15% versus the traditional product validation testing. • Developed complex financial models simulating 5-year production growth, warranty trends, quality improvements and manpower, resulting in potential cash flow to operations >$30M annually. From January 2004 to August 2005 (1 year 8 months) Springfield, OHEngineering Assurance Manager @ Managed communications between engineering design community and the customer service organizations. • Developed and implemented common templates identifying areas where economies of scale could be employed, resulting in a reduction of overall manpower while improving the accuracy and throughput of daily activities. • Developed and implemented performance metrics system that tracked order coding, outbound transportation, production accuracy, delivery credibility and WIP status. • Managed successful implementation of enhancements to process development and industrial engineering teams to more efficiently manage workload while reducing overall resources requirements From November 2001 to January 2004 (2 years 3 months) Springfield, OHSenior Engineer @ From March 2000 to November 2001 (1 year 9 months) Springfield, OHDesign Engineer @ From October 1998 to March 2000 (1 year 6 months) Springfield, OH

MBA, Finance @ Wright State University From 2000 to 2004 BS, Mechanical Engineering @ Ohio University From 1990 to 1995 Urbana High School From 1986 to 1990 Jeff Russell is skilled in: Lean Manufacturing, Six Sigma, Operations Management, Product Development, Industrial Engineering, Design for Manufacturing, Facilities Management, Order Management, Continuous Improvement, Manufacturing, Process Improvement, Cross-functional Team..., Supply Chain, Kaizen, Supply Chain Management, Strategic Planning, Automotive, Management, Engineering, Value Stream Mapping, Root Cause Analysis, Business Planning, 5S, Leadership, Operational Excellence, Budgets