Jeff Wilkes

Montville, Ohio. 44064

Home 440-968-3686 Cell 216-314-6852, CJWRanch@msn.com

Operations executive, possessing exceptional skills in continuous improvement, change

leadership, team building and lean transformation. Always focused on the organizations
short and long term goals. Known for leveraging continuous improvement for growth and
profitability.

Parker Hannifin Corporation, Cleveland Ohio

July 2013 to July 2015
Group Global Lean Director
Instrumentation Group, Cleveland Ohio
Responsible for directing all Lean activities for 8 Business Divisions and 25 sites.
Functioned as a lean Sensei for Division staff driving high level Parker strategy.
Increased On Time delivery ten points to all time historical sustained level.
Mentored Division staff in use of A3 problem solving methodology reducing DSI
from 74 to 62, reduction of 10M dollars and increasing inventory forecast
accuracy to meet goal of 1%.
Conducted continuous improvement audits at all sites to drive Parkers WIN
Cert (Shingo style audit) Lean methodology in daily business activities.
Standardized visual management tools at sites driving improved visibility for
Division/Group staff.
Functioned as acting staff member for division that could not replace Division
Lean Manager due to hiring freezes.
Conducted Yearly/Monthly Division Lean Managers meetings increasing team
interaction, sharing of best practices, and preventing re-inventing the wheel.
Led Hoshin Kanri Planning/Strategy Deployment process for group staff, flowed
down to platforms, divisions and functions resulting in clear direction for all staff
levels.

November 2011 to July 2013 Group Manager of Business Systems

Instrumentation Group, Cleveland Ohio
Responsible for directing all Lean and Quality activities for 4 business divisions.
Developed and implemented Instrumentation University (INGU) training
programs across divisions focusing on supplier development, problem solving,
and quality.
Led front office/Lean Enterprise Kaizens improving lead time for quoting
processes, marketing and customer service response.
Conducted on site audits at division sites on quarterly basis, 4 Divisions, 10
sites globally.
Hired multiple Division Lean Managers to fill vacant roles.
Created monthly web meetings to create communication between division Lean
and Quality Managers for each of their respective disciplines.
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 Act as communication conduit to Divisions for their Lean and Quality direction
from Corporate insuring achievement of corporate lean objectives.

March 2009 to November 2011 Division Lean Manager

Veriflo Division, Richmond California and Tucson Arizona
Responsible for all lean activities for Richmond and Tucson sites.
Re-established focus on 5S program through increased management involvement and
floor level responsibility.
Created 1st loop Kan Ban system for Runner and Repeater parts.
Created 2nd loop Kan Ban system for Point of Use components in IPA production area.
Created 3rd loop Kan Ban system for valve bodies for UHP assembly to accomplish
single point scheduling.
Implemented Heijunka system for IPA 5 day program to smooth demand resulting in
LISC increase to 93% from low 70s.
Implemented Standard work for Procurement organization defining daily goals and
expectations.
Implemented Day by Hour Boards, Daily Goal Boards, Team Improvement Boards and
daily process for management of factory using the boards.
Function as business process resource for Division General Manager.
Conducted Supplier on site visits prior to 1st loop Kan Ban part conversions.

Montana Silversmiths. Columbus, Montana. Manufacturer of Western

apparel.
November 2005 to January 2009 - Director of Planning and Procurement and
Continuous Improvement
Responsible for Lean transformation of production facility and inventory reduction.
Accomplished lean transformation of production facility, resulting in an overall 30%
productivity improvement, 50% lead time improvement, 70% reduction in WIP and
40% reduction in square footage requirements.
Performed 15 Kaizen events that implemented two bin replenishment systems, pull
methodology for stock buckle production, Andon lights to reduce/eliminate movement
waste, day by hour/daily status boards and standard work.
Implemented setup reduction project to externalize setup tasks in pressroom,
established Jidoka methods to prevent reverse stamping of buckle blanks and created
a formal 5S audit program with daily and weekly checklists.
Instigated a cross training process to allow flexibility throughout the production work
centers. Standard work creation during Kaizen events facilitated this transition.
Established plant wide and cell specific water spider functions to eliminate movement
waste.
Carried out aggressive inventory reduction plan. Achieved a 30% inventory dollar
reduction and 40% P.O. Pipeline reduction in one year.

LSP Products Group. Carson City, Nevada. Manufacturer of wholesale

plumbing products.
May 2003 to July 2005 - Director of Supply Chain
Responsible for Global Procurement, Production Planning, Warehouse, Distribution,
and Inventory Management.
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Implemented a forecast management system to optimize inventory dollars.

Controlled Asian supplier network and trading partners.
Implemented Total Ownership Cost (TOC) system to evaluate future suppliers
resulting in increased first pass quality.
Trained staff on MRPII system eliminating duplication of tasks.
Managed 5 distribution centers resulting in a 30% inventory reduction while
increasing service level to 98% with a 48 hour ship requirement.
Replaced entire Procurement/Planning staff to improve required skill sets.

The Center for Manufacturing Education. San Jose, California.

September 1997 to May 2003 (concurrent employment) - Instructor/Consultant
Taught APICS courses for Silicon Valley companies including; Silicon Graphics Inc.,
LAM, KLA Tencor, Hewlett Packard and The Hamilton Company. Courses included,
Lean Methods, 5S, Kaizen, one piece flow, JIT, Master Production Scheduling,
MRP/CRP, ERP, Systems and Technology, Production Activity Control and Inventory
management.

Maxwell Sierra/Great Batch Sierra, Carson City, Nevada. Manufacturer of

implantable medical devices.
June 2000 to September 2001 - Director of Materials
Directed Procurement, Materials Management, Customer Service, Shipping,
Receiving, Production Planning and Scheduling.

Led transition to flow manufacturing environment (heart pacemaker capacitor filters)

resulting in reduced lead time.
Performed analysis to determine Takt time and continually monitored customer
demand to assure adequate plant capacity. Reorganized procurement organization to
better support flow cell/product lines.
Reduced order Backlog by 40% during high growth period.
Integral member of management team that grew business revenue by 150% in an
eighteen month period.

The Hamilton Company. Reno, Nevada. Manufacturer of precision fluid

measuring and handling products.
April 1998 to June 2000 - Materials Manager
Managed Procurement, Production Control, Production Planning and Inventory
Control organizations including stockrooms and warehouses.

Team leader responsible for transition of Pipette product line to one piece flow
methodology. Created daily build schedule tied to prior days customer demand.
Production area rearranged from a batch design to a small lot, then one piece flow
environment.
Taught training classes using APICS curriculum for JIT, 5S, one piece flow, inventory
management, error proofing, ERP/MRP, production planning and S&OP process.
Implemented a Total Ownership Cost (TOC) pricing model for procurement reducing
life cycle costs by 20%.

Space Systems Loral, Palo Alto California. Satellite manufacturer. (Formerly

Ford Aerospace)
December 1988 to April 1998 - Project Manager
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Team member on multiple internal projects tasked with reducing new design development
time from 48 months to 32 months with a goal of 18 months. Acted as management change
agent, leading multiple process redesign efforts resulting in reduced process cost.
Project manager tasked with re-implementing ERPII system that lacked user buy-in.
Executed an extensive training/education program targeting management and then
engineering staff. Authored multiple training manuals facilitating the re-education
process. Conducted over 10,000 training man-hours assuring adoption of the new
ERPII system.
Implemented a TPM program for Autoclaves using ultrasonic monitoring of bearings
for predictive failure.
Supervised Composite materials laboratory. Managed 2 supervisors, 45 technicians
and engineers in fabrication of all composite structures used on spacecraft.
Performed on-site surveys of European partner manufacturing facilities for capability
to meet production rates assuring on time delivery.

Northrop Grumman
manufacturer

Corporation.

Hawthorne,

California.

Aircraft

August 1981 to December 1988 - Program Manager

Recruited from college for the Manufacturing Engineering Associate (MEA) program. Two
year program, with monthly rotations throughout all areas of aircraft manufacturing. Upon
completion of the program was assigned to the New Product Development office, 1st MEA
graduate ever assigned to NPD office.
Implemented Poka Yoke techniques on F-18 main landing gear door assembly
fixtures.
Created and taught courses for FAA and Air Force inspectors on composite materials
and manufacture.
Taught courses in composites for UCLA and Cal Poly Pomona undergraduate
students.
Co-Author of FAA handbook on composites used by FAA field inspectors.
Directed New Program Development Office reviewing new aircraft designs.
Program Manager for C-17 Cargo Plane Proposal. Program Manager for Aluminum
Lithium research project.
Youngest Program manager in the history of Northrop Aircraft.

Education and Certificates

Master of Business Operational Excellence, The Ohio State University, Columbus,

Ohio.
Bachelor of Science, Aeronautical Operations, Business Management Minor. San
Jose State University, San Jose California.
Six Sigma Certified Black Belt, The Ohio State University, Columbus, Ohio.
American Production and Inventory Control Society (APICS) Certification in
Production and Inventory Management (CPIM)
Negotiating training (Karass)
Parker Lean Boot Camp II and III. Certified trainer for LBCIII, 2P/3P training.

Technical skills
Proficient in Value stream mapping, Hoshin Kanri, 2P/3P, Microsoft Word, Excel,
PowerPoint, Project, Visio, Forecast Pro and various other software packages. MRPII/ ERP
systems including MSS, Avante by Epicor, Ask ManMan, Aftec, Verticent and Kewill Max
MRP.
FAA Airframe and Powerplant mechanics certificate
FAA Private Pilots certificate
Certified Structural Welder, American Welding Society