1. Joseph T. Kelly<br />426 Adams Avenue, Langhorne, Pa. 19047 <br />Home: (215) 702-3714 Mobile: (484) 682-5131<br />E-mail: jtkelly927@yahoo.com<br />Twitter: jtk419<br />SENIOR OPERATIONS MANAGER<br />Highly motivated and dynamic Operations professional with broad experience and success across diverse industries. More than 10 years experience utilizing leadership ability to deliver positive results, successfully develop and mentor staff, and lead teams in various continuous improvement initiatives. Optimize strengths within the organization to achieve improvement in company performance and exceed customer expectation. Visionary individual and strategic thinker personally challenged in finding new ideas and problem solving solutions. Hands on leader possessing excellent team builder skills. Ambitious and action oriented who encourages risk takers. Charismatic public speaker. Excellent presentation skills. Change agent. <br />Background<br /> Plant Management … Financial Management … Project Management … Supply Chain Management … Employee Health & Safety … Strategic Planning … Information Systems … <br />Strong team leader with proven ability to improve operations, impact business growth, and increase profits through continuous improvements in productivity and efficiency, cost reductions, financial management, and internal business reporting. Experience in general management, business planning, software systems, staff development, and project leadership. Diverse communication skills to interact with management personnel located in other divisions in the United States, South America, Eastern Europe, and Asia in industries such as oil and gas, renewable energy, capital equipment, pharmaceutical, chemical, and aerospace. <br /> <br />Accomplishments<br />Educated in lean manufacturing and trained in continuous improvement thinking and methodology (KAIZEN/GEMBA).<br />Certified in pull system methodology to support customer order driven production. <br />Experienced in discrete manufacturing, process manufacturing, and cellular manufacturing. <br />Successfully led Kaizen events utilizing visual stream mapping.<br />Strong knowledge of profit and loss reporting.<br />Certified as Six Sigma Green Belt.as ISO 9001 leader and trained auditor.<br />Experienced in APICS principles, and knowledgeable in principles of TQM and TPM.<br />Promoted teamwork in the successful implementation of 5S as a basis of lean manufacturing.<br />Implemented KANBAN in support of pull system.<br />Provided leadership as MAPICS implementation team leader and completed the project on time. <br />Implemented ABC Inventory Valuation, Vendor Forecasting System, and Capacity Planning System to support MAPICS business system.<br />Skilled in labor relations and negotiated three (3) labor agreements with United Steelworkers Union that successfully avoided work stoppage. <br />Team leader as regional implementation manager for SAP project that was completed on time and within budget. <br />Knowledgeable in Microsoft Office, Microsoft Project, Microsoft Visio, MAPICS and ERP (SAP) Business Software Systems. <br />Certified as ISO 9001:2000 leader, trainer and auditor.<br />Repeated success of achieving no lost time work accidents on annual basis.<br />Implemented various aspects of visual management such as production schedule, daily performance results, and key performance indicators.<br />Successfully relocated a business from one facility to another on time and within budget.<br />Excellent communication, organizational, team leadership, and problem solving skills.<br />Certified in Modern Safety Management. <br />Trained in 7S World Class Operating System.<br />Professional Experience<br />PolyFlow Inc. Oaks, Pa.<br />Plant Manager 2009 - 2010 <br />Managed the manufacturing of polymer tubing to be used in oil and gas exploration. Responsible for all daily activities on site consisting of operations, quality control, employee health and safety, and facility maintenance. Ensured that the facility operated within compliance of all government regulations and policies. Responsible for all profit and loss reporting, the tracking and reporting of key performance indicators and business metrics, and the implementation of best practice initiatives. Reported to the President. <br />Managed a staff of 13 salary and hourly employees.<br />Ongoing responsibility to change and improve the company culture.<br />Managed the facility during the achievement of the highest six month sales revenue in company history from January 2010 to June 2010. <br />Achieved improvement of productivity yield from 89% to 95% in FY10.<br />Established various KPI’s. <br />Implemented various principles of lean manufacturing such as 5S and visual management tools. <br />Reinforced employee health and safety program.<br />Developed daily labor reporting system to track employee performance and production efficiency.<br />Developed preventive maintenance program. <br />Created procedures and work instructions for various production and quality control tasks. <br />No lost work time accidents while managing the facility.<br />Gamesa Wind U.S. Fairless Hills, Pa.<br />Plant Manager 2007 - 2009<br />Managed the fabrication and assembly of wind tower sections to be used in the erection of wind turbine generators in the renewable wind energy industry. Responsible for daily activities on site consisting of manufacturing, engineering, supply chain management, quality control, employee health and safety, human resources, finance and facility maintenance. Responsible for all profit and loss reporting, the tracking and reporting of key performance indicators and business metrics, and the implementation of best practice initiatives. Ensured that the principles and guidelines of employee health and safety were maintained, that the facility operated within compliance of all government regulations and policies, and that all licenses and permits were maintained. As a member of the executive management team planned and developed annual business objectives. Interacted monthly with the management team in Spain. Reported to Chief Operations Officer. Plant closure occurred in 2009. <br />Managed a staff totaling 27 salary and hourly employees. In the past the staff totaled 155 employees in a three shift operation.<br />Managed a facility producing $20 million of sales revenue prior to change in production objectives.<br />Initiated formal welder testing to identify weaknesses in employee skill set. <br />Reduced hourly workforce by 70% to support shift in production operation and avoided labor dispute by working in collaboration with union leadership.<br />Completed formal welder training to strengthen employee skills. <br />Implemented several lean manufacturing tools such as Visual Management, Vendor Managed Inventory (VMI), and 7S WCOS. <br />Established formal welding procedure specifications. <br />Achieved 15% ($50K) reduction on annual spending for consumables and safety equipment.<br />Redesigned production flow and developed model to calculate optimum production. <br />Improved accountability of employee performance by modifying daily labor reporting system. <br />No lost time work accidents reported while managing the facility. <br />Schramm Inc. West Chester, Pa.<br />Director of Materials 2007 <br />Managed the daily activities of purchasing, production planning, inventory control and warehouse activities. Responsible for improving safety program. Reported to Vice President of Operations. <br />Managed a staff of 17 salary and hourly employees<br />Completed the implementation of several cellular manufacturing work stations.<br />Implemented various lean manufacturing initiatives such as KANBAN, 5S, and VMI.<br />Increased the throughput of aftermarket spares that resulted in 32% more orders shipped in FY 07.<br />Generated an additional $1.3 million of sales revenue of aftermarket spares orders. <br />Improved efficiency of warehouse activities.<br />Implemented a cycle counting program that improved inventory accuracy from 61% to 84%.<br />BOC Edwards – Stokes Vacuum 3501 Island Avenue, Phila., Pa. <br />Plant Manager 2002 – 2007<br />Managed the daily activities in operations, quality control, engineering, human resources, finance and the manufacturing facility. Responsible for all profit and loss reporting. Planned and developed annual business objectives. Implemented various key performance indicators. Interacted weekly with the management teams in England and Czech Republic. Reported to Director of Operations – North America. Plant closure occurred in 2007. <br />Managed a staff of 65 salary and hourly employees.<br />Managed increase of sales revenue from $28 million to $35 Million (25%) between FY05 and FY06.<br />Reduced first time test failures from 8% to 2% between FY05 and FY06 by modifying test procedures.<br />Tracked monthly KPI’s and identified opportunities for improvements. <br />Established goals and objectives for all department heads.<br />Implemented various lean manufacturing initiatives such Kaizen, KANBAN, 5S, and VMI.<br />Developed and implemented operational improvements identified a Best Practice Initiatives (BPI’s). <br />Smith’s Group – Stokes Vacuum 5500 Tabor Road Phila., Pa.<br />Manufacturing Manager 2000 – 2002<br />Managed the daily activities in the machine shop, weld shop, sheet metal, final assembly & test, quality control, logistics, service& repair, and operations. Reported to Director of Manufacturing<br />Managed a staff of 14 salary employees and monitored the performance of 210 hourly employees in a multi-shift operation<br />Determined manufacturing requirements & monthly production schedules.<br />Responsible for profit and loss reporting of operations.<br />Tracked production efficiency, and monitored the on time delivery performance of sales orders.<br />TI Group – Stokes Vacuum 5500 Tabor Road Phila., Pa. <br />Production Control Manager 1995 – 2000<br />Managed the daily activities in Purchasing, Inventory Control, and Production Planning. Reported to Director of Manufacturing.<br /> <br />EIS Group – Stokes Vacuum <br />Inventory Control Manager <br />Managed the daily activities of the inventory control to ensure the accuracy of inventory and the timely replenishment of critical inventory items. Reported to the Production Control Manager.<br />Education<br />University of Phoenix (classroom) Master of Business Administration Langhorne, Pa.<br />LaSalle University B.S. Business Administration Philadelphia, Pa. <br />Penn State University Purchasing Certification Abington, Pa.<br />JCIT International Demand Flow Technology Philadelphia, Pa. <br />Villanova University Six Sigma Green Belt Villanova, Pa.<br />Det Norske Veritas (DNV) ISO 9001:2000 Leader-Trainer-Auditor Philadelphia, Pa.<br />Det Norske Veritas (DNV) Modern Safety Management Philadelphia, Pa. <br />