Summary
Overview
Work History
Education
Skills
Accomplishments
Certification
Timeline
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Stephen A. Pew

Clarksville,TN

Summary

Results-driven management professional with proven track record in overseeing plant operations and optimizing production processes. Adept at fostering team collaboration and ensuring operational efficiency while adapting to evolving demands. Strong skills in resource management, process improvement, and safety compliance. Reliable and goal-oriented, consistently delivering impactful outcomes through strategic leadership and decisive action.

Overview

23
23
years of professional experience
1
1
Certification

Work History

Multi-Site Plant Manager

Ahlstrom
01.2022 - Current
  • Ensure proactive management of profit and loss for site of 245 direct employees and 16 other personnel with a keen focus on safety, quality, and productivity of operations. Execute regular GEMBA walks and devise problem-solving frameworks for all identified areas requiring improvement. Develop forecasting plan to analyze site growth while preparing plan for goal execution.
  • Key Achievements:
  • Generated $29M in annual profit through effective P&L management.
  • Led start-up of 100 M investment of glass fiber tissue plant

Plant Manager

CIG Glass (Hussmann / Panasonic)
01.2019 - 01.2022
  • Ensure proactive management of profit and loss for site of 140 direct employees and 12 other personnel with a keen focus on maintaining optimum quality of operations and performance. Execute regular GEMBA walks and devise problem-solving framework for all identified areas requiring improvement. Develop forecasting plan to analyze site growth while preparing plan for goal execution.
  • Key Achievements:
  • Generated $40M in annual revenue through effective growth strategy implementation.
  • Enhanced quality metrics by 50% through excellent performance and quality control measures.
  • Increased FPY from 88% to 94% by developing and implementing sustainable solutions to remediate defects.
  • Reduced monthly cutting yield scrap from 36K to 15K through efficient management.
  • Enabled smooth merger and acquisition processes of two facilities by steering a team.

Site Maintenance & Facility Leader

Trane
01.2017 - 01.2019
  • Led site maintenance operations to ensure quality and operational efficiency. Managed 72 tradesmen, five maintenance supervisors, and TPM manager for seamless workflow. Outlined and developed TPM plan for 125 critical assets to reduce operating costs. Maintained 3000 assets across 1.1 sq. ft. facility. Trained and developed production managers and leaders aimed at enhancing productivity and improving skillset.
  • Key Achievements:
  • Generated $88K in monthly direct material productivity.
  • Spearheaded the initiative to reorganize 160K sq. ft. facility with a keen focus on making space for new production line with zero shutdown time.
  • Reduced monthly expenditure by $45K through efficient cost management.
  • Raised employee engagement levels by 45% through effective and motivational activities.
  • Decreased maintenance OT by 15%.

Operations Leader – Large Commercial Unitary

Trane
01.2014 - 01.2017
  • Provided executive-level leadership with full P&L accountability for large commercial operations with annual revenue of $225M for the production lines. Mentored production managers and leaders on a day-to-day basis. Steered committee members for plant transformation. Organized weekly production meetings for plant teams to discuss / resolve ongoing issues and share updates regarding business performance.
  • Key Achievements:
  • Generated 10% LOH productivity YOY through effective management.
  • Ensured compliance with all necessary policies and regulations that ultimately boosted YOY safety scores by 68%.

Operational Excellence Lean Change Agent

Trane
01.2012 - 01.2014
  • Managed and executed 15 kaizen lean changes throughout factory to improve operations with average of $30K cost savings. Conducted 4 full value stream analysis to evaluate essential market aspects. Facilitated cultural transformation process by leading staff training session
  • Key Achievement: 180K sq. ft. relocation of 18 sub departments to make room for new production line.
  • Contributed significantly to cultural transformation on production floor for optimized processes.

Six Sigma Black Belt Project Manager

Hemlock Semiconductor, LLC
01.2011 - 01.2012
  • Managed multiple projects simultaneously, while ensuring on-time delivery within budget and as per defined quality. Utilized Six Sigma / Lean process for improvement purposes. Used Apollo root cause software to conduct root cause investigations for sites aimed at controlling safety incidents as well as operational and construction concerns while eliminating risk of recurrence.
  • Key Achievements:
  • Served as a key member of 6 person Black Belt team for 425-person manufacturing site managing black belt projects and recordable accident investigations.
  • Improved polysilicon finishing quality by 60% through elimination of redundant processes producing impurities.
  • Secured $500K cost benefit through completion of 45 lean projects and by training 35 engineers and 40 hourly operators with on-site and lean practitioner modules.
  • Executed PPE / critical tool recycling program resulting in decreasing PPE / critical tool inventory in decomposition buildings by $200K annually.

Production Manager

Gibson Guitar USA
01.2010 - 01.2011
  • Led daily manufacturing operations in guitar plant with 10 supervisors and 500 hourly employees for seamless operations. Managed inventory and sale of finished goods to effectively generate maximum revenue. Supervised new product development functions to maintain production of two to three products monthly.
  • Key Achievements:
  • Reduced WIP by $250K and overall guitar production time by 2 days through impeccable rebuilding of site after Nashville flood by utilizing lean knowledge and expertise to reposition departments.
  • Raised daily production quantity from 350 guitars to 650 guitars by reducing defects and introducing lean layout in plant.
  • Achieved record low OIR safety rates for plant of 0.13 from previous 1.35 OIR within a year.

Production Manager

Trane
01.2005 - 01.2010
  • Directed manufacturing processes for large commercial HVAC manufacturer, consisting 350 hourly employees and eight supervisors to streamline operations and enhance performance efficiency. Oversaw labor and quality defect costs. Trained and coached supervisors regarding conflict management to encourage address all of personal issues. Led productivity and quality improvement-oriented projects by using data to drive essential decisions. Introduced an advanced evacuation system to maintain superior quality and reliability. Oversaw multiple production lines to maintain safety, quality, and productivity. Directed two 5S projects and a Kaizen event for continuous process improvement.
  • Key Achievements:
  • Achieved and exceeded all production and quality targets every year.
  • Devised problem response system on production floor, which resulted in
  • Increasing production by 75%
  • Eliminating 35 identified issues
  • Decreasing DPU by 25%
  • Saving $565K in cost
  • Secured $1.3M for company in three years through efficient management of quality projects.
  • Decreased YOY hours per unit by 15% by leading Kaizen events and staff optimization projects.
  • Attained 45% reduction in production defects by implementing problem response board to outline issues.

Production Supervisor

VISTEON
Monroe, MI
08.2002 - 01.2005
  • Oversaw routine production process of automotive catalytic converters and driveshafts for Ford F-150 aimed at enhancing safety, quality, and productivity. Leveraged business acumen for proactive management of factory operations.
  • Key Achievements:
  • Reduced cost to plant through management of product lines moving out of the plant.
  • Played a key role in setting up 3 new production lines that ultimately accelerated production from 600 to 1,200 catalytic converters per day.
  • Acknowledged for achieving highest production rate on new lines in plant history within 3 months of launch.

Education

Bachelor of Science - Public Management

Austin Peay State University
Clarksville, TN
05.2002

Skills

  • Strategic planning
  • Profit and loss management
  • Expertise in managing organizational change
  • Consistent process optimization
  • Cross-functional Collaboration
  • Production Operations
  • Quality Assurance & Control
  • Site Maintenance
  • Stakeholder Management
  • Cost Control & Reduction
  • Team building and development

Accomplishments

  • Delivered 45% MOVC by identifying and resolving inefficiencies during cost break down at Ahlstrom
  • Led operations development and ramp up of 100M glass fiber tissue manufacturing plant. Added 200K sq ft to campus with 28 hourly and 8 salaried professionals to my team.
  • Leveraged leadership skills to oversee a team of 425 hourly associates, 3 production managers, and 9 production leaders for smooth running of operations at Trane.
  • Completed 8 successful projects from inception to completion within defined scope, quality, time, and budget at Hemlock Semiconductor, LLC.

Certification

  • Six Sigma Black Belt
  • Six Sigma Green Belt
  • Six Sigma Lean Methodology
  • Project Management
  • APQP
  • Leadership in Transition
  • Lean Deployment
  • Conflict Management

Timeline

Multi-Site Plant Manager

Ahlstrom
01.2022 - Current

Plant Manager

CIG Glass (Hussmann / Panasonic)
01.2019 - 01.2022

Site Maintenance & Facility Leader

Trane
01.2017 - 01.2019

Operations Leader – Large Commercial Unitary

Trane
01.2014 - 01.2017

Operational Excellence Lean Change Agent

Trane
01.2012 - 01.2014

Six Sigma Black Belt Project Manager

Hemlock Semiconductor, LLC
01.2011 - 01.2012

Production Manager

Gibson Guitar USA
01.2010 - 01.2011

Production Manager

Trane
01.2005 - 01.2010

Production Supervisor

VISTEON
08.2002 - 01.2005

Bachelor of Science - Public Management

Austin Peay State University

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