Dustin Frank

• Created new training program with focus on staff safety and production quality to achieve reduced labor costs and tighter control points.
• Managed direction and planning for plant with focus on optimization of daily functions, exceeding customer expectations and achieving KPIs.
• Directed employees and related programs to maximize team productivity and facility output.
• Optimized processes to maximize efficiency, by setting plant standards and goals that increased output 2X within 90 days.
• Revamped attendance policy to decrease absenteeism by 50% within 90 days.
• Organized and implemented vertical storage project to maximize and decrease material handling time by 25% YTD.
• Developed a culture of performance based merit, creating a highly charged team focused on quality and productivity.
• Reduced costs by eliminating materials waste and unnecessary labor hours.

Manufacturing, Automotive Seating and Interior Solutions

• Direct reports 9 staff members, indirect reports 585 production associates, and 43 salaried with weekly sales of 4.5 - 4.7 million.
• Managed direction and planning for plant with focus on optimization of daily functions, exceeding customer expectations and achieving KPIs.
• Organized and guided operations of production, processing and machinery according to business procedures and protocols.
• Directed employees and related programs to maximize team productivity and facility output.
• Reduced costs by eliminating materials waste and unnecessary labor hours.
• Identified and implemented viable strategies for continuous improvement.
• Made strategic decisions and developed key plans that affected direction of business utilizing Value Stream Mapping and VAVE initiatives.
• Annual budgeting, utilizing historical data and goals that challenged focus on cycle time vs. takt time.
• Set KPI directives based on budget attainment, and continuous improvement cost reduction goals.
• Condensed four shift operation to three shifts streamlining operations, and visual management tools.
• Conduct monthly communication meetings, to keep plant focus on goals, performance, and business status.
• Full P&L responsibility, conducting weekly staff meetings to review key indicator waterfall focused on month end goals, reviewing Lead and Lag indicators.

Distribution and Value added services for diverse OEM Customer Base

• Leadership and direction of six manufacturing sites in four states
• Tracked data about all aspects of production to assess areas in need of improvement
• Made strategic decisions and developed key plans that affected direction of business
• Managed direction and planning for plants with focus on optimization of daily functions, exceeding customer expectations and achieving KPIs
• Provided direction and leadership to all levels of employees and managers
• Budgeting on all variable and capital expenditures
• Review and approval of product line quotes
• Interview, place, and develop plant leadership
• Direct quarterly business review meetings with divisional leadership team to review current KPI performance, customer surveys, external supplier performance, updates to internal and external risks
• Identified and implemented viable strategies for continuous improvement
• Reduced costs by eliminating materials waste and unnecessary labor hours
• Maximized plant safety through proactive strategies and well-structured training
• Supported ISO9001-2015 compliance by overseeing all audits to verify protocol adherence
• Implemented innovative programs, including Employee Suggestion program to increase employee loyalty and reduce turnover
• Reviewed performance data to monitor and measure productivity, goal progress and activity levels
• Developed effective business plans to align strategic decisions with long-term objectives

Manufacture Service Bodies, Cranes, and Hoists

• Lead activities of business concerned with production and logistics of finished products
• Worked with support teams to resolve issues with product, service or quality
• Implemented metrics boards and daily Gemba Walks with support functions, setting KPI metrics by department to drive profitability
• Implement kit per assembly process decreasing rework and quality costs associated with wrong accessories being installed, yielded 30% rework reduction
• Implemented visual goal tracking utilizing cycle time, with manual call feature at all work centers
• Led cross functional teams focused on improvements resulting in line reorganization and cost reductions
• Reviewed performance data to monitor and measure productivity, goal progress and activity levels, OEE increase from 58% to 85%
• Identified and implemented viable strategies for continuous improvement,
• Optimized processes to maximize efficiency utilizing Kaizen activity to improve layout.

Custom wood manufacturer of doors and windows

• Made decisions concerning inventory, staffing and assignments daily
• Mentor to new and existing managers, focusing on building lean and leadership skills
• Implement temporary workforce to off-set overtime levels during seasonal swings
• Implemented paperless employee suggestion process utilizing SharePoint for suggestion process, response and tracking resulting in over 1,800 suggestions being implemented first year of going live
• Through focus on Lead and Lag measures redefined metrics tracking focusing on preventive Lead Measures while using Lag Measures to track progress
• Served as Kaizen Leader and Lean implementation champion
• Directed improvements in safety, product quality, service and cost efficiency
• Successfully managed production activities to achieve on-time shipment of orders
• Overcame obstacles and variables to maintain production efficiency, meet deadlines and achieve high levels of profitability
• Implemented quality improvement changes to minimize product defect rates by 35%
• Defined manufacturing performance standards and reviewed outcome of performance goals to set future targets

Department Manager II role is utilized as step between Production Manager and Department Manager

• Managed 3 departments vs. standard of one
• Mentored leads from both shifts which held goal of becoming department manager
• Assigned projects in additional departments to assist in completion of continuous improvement projects
• Received weekly mentoring sessions with General Manager building leadership knowledge
• Developed empowering employee culture focused on equipping employees to independently meet customer needs
• Set, enforced and optimized internal policies to maintain efficiency and responsiveness to demands
• Kept employee workloads fair and balanced to achieve objectives while maintaining high job satisfaction
• Prepared detailed reports for management to clarify existing trends, review sales and inventory data and support shrink minimization and safety awareness
• Increased efficiency and team productivity by promoting adherence to operational best practices and company policies