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A newly formed, employee-owned company that provides an engineered power solution of safety
interlock and cord connected electrical equipment in diverse markets to improve customer operations.
• Led a team of 7 supervisors and a total staff of 85+ employees for all aspects of Operations,
including planning, supply chain, quality, production, assembly, and inventory control groups.
• Created new forecasting and execution reporting to improve shipment predictability and reliability
to overcome book to ship challenges of $300K+ each month on a target of $3M.
• Implemented visual metrics tools on the shop floor to increase accountability, drive continuous
improvement, and build employee engagement.
• Restructured fundamental lean programs (5S, safety) to increase employee participation, identify
improvements and minimize risks.
• Created new Heijunka board processes for fabrication shop to establish a production schedule and work toward TAKT time.
• Created semi-automated forecasting and order tracking tools to replace manual process.
• Collaborated with Sales and Customer Service teams to improve meeting structures and developed
tools to improve communication and timely distribution of information.
• Drove team to exceed key metric targets like reducing COPQ by $90K YTD or 25% above target.

Director of Operations

A Critical Engineering Division of $2.4B IMI plc, a publicly traded global engineering firm specializing in the design, manufacture, and services of products that control the precise movement of fluids.
• Led Lean improvement programs for the Americas, with an emphasis on integrating a new $35M
pharmaceutical valve acquisition, IMI PBM.
• Reduced lost time accident (LTA) and non-lost time accident (NLTA) incidents by 30% by
implementing Gemba Walks and shifting organizational culture from passive to active.
• Managed and completed $2.1M expansion into a new 35,000 sq ft. facility under budget, including
creating additional manufacturing capacity, reducing motion, and maximizing product flow by 30%.
• Eliminated $750K monthly average of past-due revenue carryover through process improvements.
• Developed new processes to improve customer communications and expedite product delivery of
25% of a monthly backlog within two weeks of shipment.
• Implemented Kanban and Heijunka tools in assembly picking process to eliminate all unworkable
orders, increase schedule execution from ~52% to 98%, and increase personnel utilization by 50%.
LEWIS RICE	(c): 949.212.8567	(e): lewisrice1367@yahoo.com

•   Increased OTD from 73% to over 95% and inventory turns from 2 to 2.5 on $10M of inventory by
implementing 3-tier, shop, and office metric reporting program.
•   Decreased COPQ from <2% to 3.5% through polishing and wash tank operation process changes.
•   Initiated a monthly zone audit program using 5S principle, eliminating waste (Muda and Mura) 50%.

Senior Program Manager

• Led operations teams and key projects for Mannheim, Germany, and sister sites, developing and implementing new processes for customer-based inventory.
• Acted as key project manager and subject matter expert (SME) for Operations, identifying successful
strategies and processes to be implemented at sister sites.
• Directed Growth Accelerator Project that grew regional field service sites from one to 4 in the US/Canada and revenue by $5M in one year and 25% annually in following five years.
• Led IFS ERP implementation team for all three sites in the Americas, successfully converting 1M+
part numbers, 500K of BOMs and routings, $26M of inventory, and $15M of WIP transactions.
• Restructured Lean efforts at sister facility: revised the Obeya room focus and visual management
tools, increasing all SQDCP metrics by 20% and reducing factory footprint by 15,000 sq. ft.
• Reduced lead-time by two weeks and margin erosion by 25% on new construction and upgrades
through Obeya room automation.
• Mentored Assembly and Maintenance leaders to achieve 90%+ OTD with shortened lead time.

• Led a cross-departmental Operations team of 130+ (Planning, Inventory Control, Manufacturing Engineering, Manufacturing, Final Assembly) to create a highly customized product environment.
• Built Lean University program to establish a continuous improvement culture through "just do it"
(JDI) processes that generated over 20 annual improvements.
• Established 5S and housekeeping programs that realized an OTD increase from less than 50% to 90%
YOY and generate 96% in Aftermarket and Valves.
• Reduced Warranty claims from 40 to 22 in one year, followed by year an annual average of 10%.

Plant Manager

One of the Gulf Coast's leading industrial valve distributors for more than 30 years, representing the world's top manufacturers.
• Oversaw all operational distribution functions, quality management program, and inside Sales for largest contract customer, global Chicago Bridge and Industrial (NYSE: CBI) company.
• Introduced a quality management program to support customer submittals for projected $10-15M
market growth.
• Developed and implemented operational systems and tools to drive shipment accuracy increases
from 72% to 98% accuracy within 3 months.

Business Development

A private subsidiary of Crane, Inc. (NYSE: CR) and diversified manufacturer of highly engineered industrial
products.
• Oversaw 2 plant sites and 5 product lines, with full P&L oversight for 50%+ of NAVG Energy group
sales, design control, quality programs, materials planning, and warehouse management.
• Increased sales by $6M in first year and an additional $2M YOY by increasing site capabilities,
expanding actuation offerings, and lowering operating costs (moving facility to Conroe, TX).
• Improved business metrics, including OTD from 50% to >95%, inventory turns from 3.2 to 4.2,
operating profit to >15% YOY, and reduced lead time by two weeks on all manufactured products.
LEWIS RICE	(c): 949.212.8567	(e): lewisrice1367@yahoo.com

lewis Rice is a Director of Operations at ESL Power Systems, Inc in Mission Viejo, CA.

lewis Rice

lewis Rice

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California State University