Steve Hendricks

2096 Fairway Lane

Harrisburg, PA 17112
Home: (717) 635-9416
Cell: (217) 460-0432
shcb76ce@westpost.net
OBJECTIVE
A Leadership/Management Role that will utilize my expertise in Operations Manage
ment, Change Management and Production Management in order to:
a improve position in marketplace through proactive leadership, process improvem
ent and cost reduction
a eliminate waste through application of continuous improvement and lean manufac
turing processes
a develop effective communication throughout all levels of organization
a implement waste elimination/process optimization procedures to drive operation
al processes
a conduct staff development programs to increase productivity and professionalis
m
QUALIFICATIONS

a Lean Manufacturing
a Process Optimization
a Inventory Management
a Process Workflow Analysis
a Waste Elimination
a Negotiations
a Supply Chain Management
a Lifecycle Management
a Regulatory Compliance
a Dashboard Visualization
a Key Metric Reporting
a Performance Improvement
a Safety Oversight
a Quality Management Systems
a Project Management

EXPERIENCE
Armstrong World Industries, Inc., Thompsontown, PA 2008 to 2010
Plant Manager
Managed all phases of operations for $300M manufacturing facility with over 400
employees over two shifts; introduced world class Lockout Tagout Program; broug
ht lean manufacturing principles and philosophy to plant, as well as 6S program;
oversaw service channels, including architects, builders, contractors and compa
ny warehouses; improved plant production by 19%.
Master Brands Cabinets, Inc., & Arthur, IL 2005 to 2008
Senior Manufacturing Manager,
Selected to improve operational processes for $850M manufacturer and marketer;
created operational teams, held Kaizens meetings and improved key metric reporti
ng; trained operational staff and key floor associated in 6S, root cause problem
solving and lean principles; responsible for component manufacturing, assembly
and shipment.
Senior Manufacturing Manager, Richmond, IN
 Oversaw single site manufacturing operation with over 300 associates; chartered
and provided strategic leadership for Arthur plan to improve flow (resulted in
16.2% increase in completed orders); implemented mixed model manufacturing proce
ss in main assemble lines; changed plant flow from batch to single order flow.
Rollex Corporation, Elk Grove Village, IL 2002 to 2004
Director of Metals Manufacturing
Oversaw $150M manufacturing operations for products sold to OEM and wholesale c
hannels in ten state area; implemented low cost manufacturing platform strategy;
reduced customer order and shipment cycle time by 40%.
Moen Incorporated, Wheeling, IL 1990 to 2002
Senior Director of Manufacturing/Distribution, Specialty Products Division, (20
01 to 2002)
Directed, multi-plant, 100M manufacturing/distribution operations for aftermark
et products sold to wholesale and retained channels in US, Mexico and Canada; in
troduced lean-distribution processes.
Director of Manufacturing/Distribution, (1997 to 2000)
Restructured $50M plant operations involving 400 associates; implemented lean m
anufacturing processes; improved inventory accuracy and reduced inventory by $3M
.
Distribution Manager for Faucet Division, (1992 to 1994)
Implemented state of the art warehouse management system which resulted in $1M
annual savings and reduced processing time by 24 hours.; enlarged facility from
75K to 225K square feet.
Director of Operations for Anchor Brass Division, (1990 to 1991)
Closed , relocated and consolidated two operational sites; began global sourcin
g ; negotiated freight contracts and lowered inventory through Vendor-Managed In
ventory programs.
EDUCATION and PROFESSIONAL DEVELOPMENT
Bachelor of Science Degree from Middle Tennessee State University, Murfreesboro,
TN
Professional Certifications:
a MBCI Certification for Lean Manufacturing Champion Training a Green Belt Champ
ion Certification a
Honors and Awards:
a Presented Three Presidents Leadership Awards a Presented Two Vendor of Year Aw
ards a
a Presidents Awards for Operational Excellence for Plants (only two of three suc
h awards presented in Moen history) a
ACHIEVEMENTS
Operations Management
Expanded manufacturing facility by 300% while selecting and implementing new War
ehouse Management System and new order picking/processing hardware. Outdated eq
uipment and processes limited Moenas ability to serve its customers and grow fau
cet business; introduced staff and associates to root-cause problem solving and
cross functional team approaches; culture of picking orders individually was rep
laced by RF activity controls, zone picking, picking to belt, in-line labeling a
nd FIFO of stock. Results: Completion of distribution center in size, software
and hardware brought 38% improvement in order output and 8% improvement in on t
ime/completion metrics.
Reorganized operational processes and stabilized plant through strong leadership
and emphasis on quality. Began process assessment of plant by developing flow
diagram and creating teams to improve first pass yield and reduce handling; held
 Kaizen events, performed staff trainings and championed two Green Belts; improv
ed working relationship with bargaining unit members by improved communication a
nd consistent application of policies. Results: First pass yield improved by 1
2% of finished product and 14% of manufactured components; hours per unit were r
educed by 9.2% and scrap was reduced by 32%; inventory accuracy was improved by
17% which also improved on-time shipments by 7.3%; morale was improved through 2
1.2% reduction in overtime which also improved operational cost.
Implemented low cost platform by moving brass tubular plant to Nogales, Mexico w
hich reduced costs by $1.5M annually. Packaged plumbing products were being mana
ged off shore by competition which resulted in shrinking margins and hampered in
cremental growth for Moen Specialties business; major strategic changes were nee
ded operationally to remain competitive and grow business; designed, planned and
implemented third party logistics warehouse for non-branded and wholesale custo
mer shipments. Results: Strategically planned reduction of private label packa
ging and inventory at retail manufacturing site which saved $1M.
Implemented low-cost platform strategy of work cells and automation resulting in
25% increase in direct labor productivity. Identified operational practices th
at needed improvement; created flow chart of operation and disciplined cycle cou
nt program which improved inventory accuracy by 5%; reduced customer order cycle
time by 40% by reducing time to receive orders for shipments from five days to
three, while lowering inventory dollars by 17%. Results: Bottom line enhanceme
nts increased fill rates of 10% in addition to bringing new customers and new bu
siness opportunities; freight costs were lowered by 12% and freight claims were
reduced by 30%.
Developed and implemented Lean Manufacturing philosophy at retail and wholesale
manufacturing sites which saved $4M over three years. Recognized that operation
s lacked continuity while plant cultures restricted growth and flexibility; targ
eted Quality and customer confidence as areas for change; staffs at all sites we
re trained in root cause problem solving; supply chain was restructured to JIT d
elivery on major components; waste was removed through packaging at point of ori
gination. Results: Direct labor efficiency improved over 12.6%; on time delive
ry for specialty products was improved to 99.8% from 92% and total order cycle t
ime was reduced by 73%; these initiatives brought greatest and most profitable y
ear in Specialty business history.
Change Management
Provided positive leadership that instilled team dynamics into operational struc
ture. Faced challenge of highly diverse backgrounds and cultures; organized and
planned off-site event that promoted training and participation of all associat
es in local strategic plan and Lean Manufacturing principals to improve quality
and service; shop floor was recapitalized with new packaging equipment. Results
: Off-site event brought 11% improvement in productivity and was recognized by
customers; inventory was reduced by $3M and total operational costs were reduced
by $5.5M over two years.
Transformed plant culture to embrace Lean Manufacturing philosophy for plant ass
ociates that began with creating training entitled Why Change. Taught changing
and upgrading of processes was healthy for associates and e business; created te
ams, Kaizen events and plant visualization; 5S was introduced with weekly audits
; inventory accuracy was improved by 6.1% and no charge shipments replaced poor
quality, which decreased by 22%. Results: Outcome was direct labor efficiency
increase of 4.5%, scrap reduction of 3.3%, cost per unit reduction of $2.03 on K
units.
Established strong safety management focus at company. Company built successful
safety program that included environmental, ergonomic and job safety teams in b
usiness dominated by saws, nail guns and heavy lifting; teams met regularly and
emphasized safety management to associates and staff; improved EH&S metrics and
implemented associate daily touch audits. Results: Company improved from indus
try average accident recordable rate of 5.2 to 1.36 in 2009; highly focused safe
ty program brought 76 safety improvements driven by plant personnel, and 33 ergo
nomic improvements to associate work areas; audit of safety program by OSHA gave
VPP Star Safety Status for plant with only four recordable accidents.
Production Management
Grew bottom line with Lean Manufacturing principles and improved efficiency at M
BCI-Arthur. Designed and taught Lean principles to all associates; initiated ne
w packaging and trailer loading strategy that reduced damage and returns by 20%;
developed and implemented inventory accuracy strategy that allowed one inventor
y per year instead of three; held Kaizen events to develop component part kittin
g process that improved assembly up-time by 40% and units per hour by 25%. Resu
lts: MBCI experienced bottom line growth by direct labor efficiency increase of
5.2%; scrap was reduced by 30%, while component production improved by 22%; emp
loyee satisfaction survey found 100% approval with managementas role and executi
on.
Implemented Lean approach which turned around previously underperforming operati
on. Recently purchased company lacked operational efficiency; identified need t
o develop operating systems, and created means to determine demand and develop p
roduction schedule; trained associates and staff on Lean principals of manufactu
ring and distribution; work teams were created, accountability was given to lead
ership, metrics were kept and goals were set; production site was moved from New
York. Results: Lean approach resulted in 12% improvement in inventory accuracy
while inventory dollars were reduced by 35%; Georgia site improved shipping at
100% complete in 24 hours allowing closure of another site; total result was $6M
saving for business and incremental growth at retail and wholesale businesses
due to improved quality and service.