Paul Hamilton

• Developed and deployed the Global Operations Strategy deployment, execution, and performance management programs
• Led Operations and Continuous Improvement strategy as a member of the Executive Team
• Establish the global lean operating system & Mfg. model, shifting functional to value stream focused, shifting from “push” to “flow & pull”, standardized work, lean daily management, & Takt Time to grow and scale the business (5Xs)
• Spearheaded the transformation of manufacturing model and enterprise business
• Plant business transformation and enterprise value chain optimization.
• Enabled cultural transformation and employee empowerment through CI learning management system platforms, a learn-by-doing Kaizen model, and way of working.
• Established Kaizen Program Offices (KPO) at corporate and plant levels, enhancing internal CI practitioner capabilities for facilitating Kaizen activities
• Positioned the company's Operations for sustained gains, growth, and scalability through the establishment of a global lean operating system
• Developed and deployed the 1-3 years Operations and Operational Excellence strategy and roadmap.

Reason seeking new opportunity: Seeking a long-term role and opportunity to embed, strengthen, grow, and positively impact.

• Led the global CI transformation strategy for 1-3 years in (6) business units, comprising (47) plants
• Developed a strategic plan for OpExCI to align with Ultra's financial goals and operational needs
• Established global operational excellence and CI strategy, roadmap, & performance management
• Orchestrated (700+) kaizen events that achieved remarkable improvements in cost savings, cost avoidance, and cash flow
• Executed strategy deployment for Ultra Way operating system, optimizing sprint activities and monitoring performance via change management tracking
• Empowered (442) colleagues with capability to facilitate sprint activities, fostering (545) self-lead events
• Report to Group CFO, and lead the Ultra Improvement Group (OpExCI CoE) team of (3) directors, (8) regional managers
• Developed and implemented strategies to boost site's CI functions in role of Local OpExCI leader
• Interim COO mentorship / development program, with CEO

Reason role concluded: Acquisition by Advent, and role made redundant

• Strategically constructed the 1-3-year Corporate Lean Operating System, CI strategy / road map across (25) plants
• Developed and implemented the corporate CI learning management system to enhance employee skills
• Oversaw alignment of 4 subsidiary acquisitions through implementation of lean/CI vision, mission, and operating system
• Achieved $9.1 Million gross labor savings, exceeding the $6.8 million-dollar annual target
• Executed the corporate kaizen activity initiative with proficiency, leading to the accomplishment of 82 productivity-focused improvement projects. Enhanced labor hours per unit measurements, along with increased first pass yield rates and establishment of systematic standard work practices, facilitated better problem-solving capabilities and promoted lean daily management
• Held P&L responsibility for enterprise Operations and Continuous Improvement
• Report to COO, and lead the corporate lean-CI team of (5) directors, (4) lean practitioners, (4) lean leaders, (3) lean change agents, (mentored (52) operations plant managers and general managers)

Reason role concluded: COVID, new pandemic cost reduction strategy, corporate role made redundant

• Strategically cascaded the 1-3-year global Objectives, Goals, Strategies, and Measures (OGSM) initiatives
• Developed and deployed the Engineering New Product Introduction and Design for Manufacturing programs
• Pioneered the inception of the global operational logistics and material handling functions within the value stream at (5) global service centers (US, Canada, Philippines, Europe, South America)
• Pioneered the company’s first TPM, asset management initiative (Design engineering, equipment inspection, tool replenishment, tool repair, preventative and proactive maintenance, work process flow, and build forecasting & SIOP processes)
• Improved the corporate O&M, Capex, R&M budgets by $112 million
• (operating cost reduction, new product intro)
• Achieved an (43%) increase in on-time delivery results from 51% up to 94% (year over year)
• Achieved a (32%) reduction in safety incidents through implementation of a workplace organization program
• Achieved a (41%) efficiency gain in productivity through implementation of a lean daily management initiative
• Spearheaded, and deployed the Continuous Improvement roadmap, principles, practices & LMS programs
• Reported to COO, lead (173) operations and maintenance professionals, across (7) global service centers/hubs, (operations, equipment maintenance, operational logistics, and material handling functions)
• Provided functional and strategic direction for (3) international locations.

Reason role concluded: Promotion and growth opportunity with ATW.

Progressive roles mastered:

• Senior Mine/Plant Director - Coal Mining & Generation, Fairfield, Texas (2014-2016)
• Regional Reliability Director – Corporate Mining Division, Dallas, Texas (2010-2014)
• Lean Operating System Sr Manager - Corporate Power Generation Division, Dallas, Texas (2008-2010)

TOYOTA mfg. roles mastered:

• Corporate Toyota Change Agent/Sr Manager, Operations Management Development Division (OMDD/TSSC), Erlanger, KY. (2005-2008)
• TPS Department Manager, Fremont, CA. (2004-2005)
• Plastics Plant Manager, Fremont, CA. (2002-2003)
• Production Manager, Fremont, CA. (2001-2002)
• Maintenance Manager, Fremont, CA. (2000-2001)
• Production Team Leader/Front-Line Supervisor, Fremont, California (1998-1999)
• Team Member-Passenger Assembly, Fremont, California (1997-1998)