Steven J. Neumeyer
901 Aspen Road
Kohler, Wisconsin 53044
Home: 920-208-6896
Cell:
920-912-6896
sjneumeyer@charter.net
BACKGROUND SUMMARY
Interactive
MANAGEMENT PROFESSIONAL with progressively responsible and
diverse leadership experiences in medium and large sized privately
and publicly held manufacturing companies that are recognized market
leaders. Demonstrated strengths and responsibilities
include:
|
Divisional
P & L responsibility
|
Sales
and Marketing strategy implementation
|
|
Strategic
plan development & leadership
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Successful
new product launches
|
|
Innovative
Operations leadership
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Acquisition
and Divestitures
|
|
Quality
systems management
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Purchasing
management
|
|
Business
development
|
Customer
Service management
|
EDUCATION
International MBA - University of Chicago - Graduate School
of Business – Chicago, IL, 1996
BS – Quality and Productivity Management – Marion College – Fond
du Lac, WI, 1990
PROFESSIONAL EXPERIENCE
VPI, LLC Sheboygan,
WI 1990
to 2003
$200MM
manufacturing company with six autonomous divisions serving the electronics,
semiconductor, automotive, graphic arts, label, commercial construction,
and pharmaceutical, medical, food, dairy, and general packaging markets.
VPI
Floor Products Division, Sheboygan,
WI
2000 to 2003
Acting Division Manager
Director
of Operations
Report to President. Responsible for all operations and added sales, marketing, and strategic
planning functions and overall division performance responsibility.
This $20MM division with 130 union employees sells through
distribution channels and serves the electronics, healthcare, semiconductor
and commercial construction markets.
· Improved
profitability by 25% via cost reduction and new higher margin product
sales.
· Improved
safety - lost time incident rate - by 50% using behavior based awareness.
· Drove change via strategic
planning to identify customers’ unmet need for shorter lead times
and led quality improvement efforts (Kaizen, Juran, and lean manufacturing):
o Tripled
capacity with little capital expenditures resulting in $3.5MM in new
sales.
o Reduced costs by
25% through the elimination of department shifts (three to one).
o Attained and maintained
industry best lead times 75% better than previous five years.
· Increased market-share
in a cyclical market (semiconductor) and introduced new products into
new stable market (health care).
· Established
distribution in Taiwan and China after analyzing semiconductor industry
trends.
· Expanded distribution
base from regional to national establishing over 20 new locations.
· Increased
accessory flooring market share from 7% to 10% while market was down
35%.
· Drove
ESD flooring market share from 17% to 27% serving the semiconductor
market.
· Introduced new products
to construction market resulting in $1MM in new sales in 2002.
· Reduced
inventory 45% using cross-functional teams and lean manufacturing
techniques.
VPI
Mirrex Division, Delaware
City, DE 1997 to 2000
Director
of Operations
Responsible for safety, manufacturing, quality,
engineering, maintenance, MIS, purchasing, customer service, scheduling,
transportation, human resources and accounting functions. This $50MM
division with 300 union employees manufactures and sells direct to
customers in the electronics, pharmaceutical, label, retail, food,
telecommunications and packaging industries.
· Improved
safety - lost time incident rate - by 40% using behavior-based awareness.
· Increased
three-year average ROIC% from 2% to 10%.
· Responsible
for Y2K business software system implementation for division.
· Installed
new MDO (machine direction oriented) line providing new label product
to market.
· Guided
successful FDA and cGMP audits performed by customers (Pfizer, Novartis,
etc.).
· Led
quality improvement efforts resulting in cost reductions of 10%.
· Eliminated
40% of off-line slitting process using lean manufacturing process.
· Directed
and led transition to a positive team-oriented culture.
VPI
Sheet Products Division, Sheboygan
Falls, WI 1990 to 1997
Plant
Manager
Manufacturing
Manager
Quality
Manager
Responsible for quality and added the remaining
operations functions and strategic planning of $40MM division with
120 non-union employees for this recognized leading manufacturer serving
the graphic arts, entertainment, electronics, medical, food, dairy,
and packaging markets.
· Introduced
new products to new markets with resulting increase in sales of $20MM.
· Increased
profitability from break-even to $4MM.
· Participated
on various acquisition teams resulting in doubling the size of the
company.
· Increased
capacity by 30% to support new product and new market growth.
· Led
successful efforts - Lean Manufacturing, Kaizen, Cell Manufacturing,
and ISO 9000.
o
Improved
die changes from 8 hours and 45 minutes to 50 minutes.
o
ISO 9002
registration in 1993.
o
Attained
Kodak Gold supplier status.
o
Division
won President’s Award for outstanding achievement.
· Reduced
Cost of Quality (COQ) from 18.2% to 10.2%.
Kohler Company Kohler, WI 1979 - 1990
$3B
Leading manufacturer of plumbing, power systems, furniture, hospitality,
and other complimentary products recognized as the premier entity
in the global market. Processes
included casting (die, gravity, foundry), machining (screw, CNC),
powder coating, plating (chrome and gold), finishing metals (hand
and machine polish and buff), warehousing, engineering design, and
assembly operation in a cellular manufacturing environment.
Quality
Technician / various manufacturing positions
Developed and implemented quality training
and SPC while attending undergraduate classes.
·
One of
three chosen to establish the quality assurance function of the Brass
division.
·
New product
development assignments – powder coatings and new brass welding methods.
·
Improved
engineering design on die casting resulting in 60% improved yield.
Numerous Management
Development and Strategic Planning Courses
