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.

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%.

• 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%.

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.

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