Keith Chown

Owner/Operator of a small trucking fleet supporting the hauling of Heat Treated lumber for various Lowes locations in AL, TN and GA, as well as hauling non-treated lumber for Clayton Homes to various locations in AL, MS, FL and TN.

• Achieved consistent growth through developing and executing on strategic goals and benchmarks resulting in GR of over $1 million/annum
• Enhanced and built company reputation to support local and regional transportation of Fortune 500 manufacturers.
• Created financial plans and budgets to optimize resource efficiency, track expenses and ensure profitability to achieve a PM of 7.5%
• Developed effective and result driven strategies with key customers to improve the efficiency and effectiveness of their supply chain.
• Maintained a 100% Satisfactory Score Card with all customers through Employee Growth, Employee Knowledge, Employee Awareness and Utilizing Industry Technology to provide guidance on how each team member could improve on their weaknesses.

Manage all core teams within the ETU to ensure Manufacturing Excellence and Profitability resulting in over $120 million in sales through the ETU.

• Successfully managed and supported the Integration of multiple assembly lines from Clarkston MI into the Pulaski TN plant to improve ETU Sales and Profit margins through employee optimization. This resulted in sixteen (16) consecutive PPAP and R@Rates.
• Successfully Managed and held to account all core teams to their specific KPI's to ensure that each department was executing on constant process improvements and cost improvement processes using the SQDCM method and inter-KPI's such as OEE, OLE, LL, OTD, MTTR, Customer Satisfaction/Complaints and Employee moral through Kaizen projects.
• Ensured and held to account that all ETU assembly lines were IATF and ISO related compliant and passed audits with No Findings
• Managed daily and weekly meetings with the core-team to ensure that presentations for Level-1 management are accurate and provide the critical strategic planning for ensure all KPI's are maintained/achieved.
• Integral in leading the adaptation of GKD from WCM into the assembly lines process and ensuring the team reached the targets of becoming a benchmark plant on the GKD processes in all of the assembly lines.
• Managed sixteen (16) WC and on average One Hundred-Sixty (160) BC team members within the ETU.

Successfully Managed an employee driven workforce that was goal oriented and goal conscious. Responsible for all KPI's on the shift.

• Integral in improving the shifts cell efficiency to allow for improved OEE numbers.
• Supported in plant preparation for customer walk-throughs and new customer acquisition.
• Integral in implementing new ERP (PLEX) system to best manage the manufacturing of goods from raw material to the end product using KANBAN and FIFO processes.
• Successful in ensuring the plant remained ISO compliant.

Promoted to streamline the Operations of the Ontario Division and Integrate two (2) DC into a single unit, resulting in over $225 million in through put value per annum from a single DC.

• Successfully lead an average team of Eighty (80) team members in all functions of the DC.
• Integral in the implementation of the Delta (CP Rail) and IMX (CN Rail) e-demurrage system to reduce $250,000 in demurrage penalties/annum.
• Managed all DC KPI's and reported weekly to company owner on all internal strategies to maintain/achieve targets. KPI were targeting to OTD, FIFO, LIFO, Maintenace MTTR, OEE, JIT with the rail yards and MSI to optimize SQFT.
• Integral in managing presentations and DC walk throughs with new customer prospects and discussing costing to close on contracts.
• Only DC to have a 100% inventory accuracy rate during internal and customer audits.
• Managed the integration on the Temiscaming product into the DC resulting in an addition $18 million in GR per annum into the facility.
• Promoted six (6) times before earning this position.