Charles Knox

· Overseeing daily 24/5 operations to ensure efficiency, quality, delivery and cost-effective management of resources.

· Planning, scheduling and reviewing workload to ensure production and on time delivery targets are achieved (manpower vs volume).

· Implementing and coaching continuous improvement teams through implementation of change management process.

· Managing and executing lean manufacturing initiatives such as 6-S, waste reduction and Kizan workshops.

· Collaborating with other department managers to create strategic plans for business and operational improvements.

· Continuously monitoring and adjusting production processes or equipment for quality and productivity improvements.

· Preparing and submitting KPI reports on production and operational performance to the senior management team on a bimonthly cadence.

· Responsible for overseeing the training of operations personal for process improvements and new model launch.

· Installed 6 new multi ton milling and turning machines for large castings blowers, totaling over $6.5M

· Rebuilt 2 leighs totaling over $600K

· Managed day to day maintenance for the entire facility.

· Responsible for developing and implementing a PM system for the equipment and the facility.

· Installed 6 new multi ton milling and turning machines for large castings blowers, totaling over $6.5M

· Rebuilt 2 leighs totaling over $600K

· Managed day to day maintenance for the entire facility.

· Responsible for developing and implementing a PM system for the equipment and the facility.

· Managed entire maintenance department consisting of 3 managers and 23 supervisors and over 500 skilled trades of different disciplines. In a 1.7 million SQ/FT facility.

· Facility Maintenance:

o Responsible for maintaining and reducing a 5.3 million dollar budget.

o Installing and launching the GMT 9000 Chevy Silverado. Which consisted of precision machining and assembly. On time and under budget.

o Negotiated the UAW contract for the company on outside service, maintenance outsourcing and trade consolidation.

· Chemical Usage and Purchasing:

o Managed 34 coolant systems that accounted for 500,000 gallons of circulating coolant. Purchased all coolants and chemicals for the building. Responsible for reducing usage and streamline the system. I was able to reduce the chemical spending from $12M to $4M in $4 years.

· Indirect Materials

o Reduced the inventory from $14M to under $5M in less that 2 years. Annual spend for the company was $120M

· Energy Reduction

o Instituted several cross functional teams to educe energy without capital investment. Broke energy down into 5 teams, Electricity, Compressed Air, Chemicals, Gas Water and Waste Management. Reduced the annual spend from $22M to under $9M. Total capital spent was less than $200K

· Accountable for over 180 union hourly, 6 Maintenance supervisor and 2 General supervisors and 6 engineers in a 24/7, 7 shift operations.

· Implemented and sustained a planned/emergency maintenance process that tracked issues like MTBF, MTTR, planned and preventive/predictive maintenance.

· Used several problem, root cause analysis such as, Shanen, six Sigma, and Delphi Problem Solving. Continuously improving and developing employees on PDCA (plan, do, check, act).