LARRY C.

KEMLING
________________________________________
P.O. Box 377 a Pottsville, Arkansas 72858
a 479.886.2756 (M)
lk8697d4@westpost.net
OPERATIONS AND PRODUCTION MANAGER
Operations and production manager with 20+ years experience. Expertise in lean m
anufacturing, quality assurance, tool and die production, and production enginee
ring. Proven ability to lead 100 a" 450 employee facilities with a track record
for implementing continuous process improvements, minimizing waste, reducing co
sts, and maximizing safety, quality, and production yields. Demonstrated skill
in directing high-performing, cross-functional teams, training and developing st
aff, and contributing to bottom line profits.
Facility Management a Implementation a Just-in-Time Manufacturing a Lean Manufac
turing
Operations Management a P&L Responsibility a Process Improvement a Risk Manageme
nt
Start-Up Operations a Strategic Planning a Total Quality Management a Training /
Development
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CAREER ACHIEVEMENTS
Implemented employee safety and 5S programs, resulting in cleared OSHA fines.
Implemented scheduling system for 18 cells to reduce expedites to $0.
Reduced scrap from 15% to 8% in 3 months by rebuilding tooling and changeover s
crap reduction program.
Set plant record of 335 days without lost time due to injury.
Improved on-time delivery to our customers to 100% from 88% by reorganizing the
supervisors into department-based flow VS product family.
Established accountability system to supply plant goals from upper management t
o the shop floor and production monitoring system from the shop floor to upper m
anagement.
Implemented an accountability system at all levels of the organization to ensur
e timely completion of tasks, resulting in increased productivity from 63% to 72
% for Exide.
Initiated material review board to identify root cause issues at the point of o
perations to improve first time through capability, resulting in reduction of sc
rap from 2.2% to 1.2% for Mahle.
Implemented accountability system to ensure timely completion of tasks, resulti
ng in increased productivity from 67% to 80%.
Revised scheduling system from a batching system of customer orders to machine
level, allowing for implementation of a kan ban system to monitor the amount of
work in front of every process, resulting in reduction of past due orders from 1
0,000 units to 1,500 units.
Reduced plant management layer from 4-tiered to 3-tiered system, reducing numbe
r of shop floor managers and saving $450,000 annually.
Combined low volume assembly lines to eliminate excess machinery, reduce labor
cost and machine repair cost, reducing direct labor from 329 to 295 employees re
sulting in $1.2 million in annual savings.
Revised kan ban systems to reduce WIP and finished goods inventory; reduced inv
entory from 480,750 to 380,470 units while improving customer availability from
94% to 97.3%.
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PROFESSIONAL EXPERIENCE
ArvinMeritor. Faurecia. 1/2010 - Present
UAP Manager Hot End / Converters. Columbus, Indiana. 1/2010 a" Pr
esent.
a Managed and directed 250 employee manufacturing department of original equipme
nt exhaust facility that produced 9000 exhaust systems daily.
a Launched Ford Mustang exhaust system and stabilized Chevrolet Camero exhaust m
anufacturing line.
Selected Accomplishments
Implemented scheduling system for 18 cells to support 3 days of finished goods
inventory reducing expedites to $0.
Established manufacturing system to meet customer demand and build continues im
provement process.
Reduced scrap from 15% to 8% in 3 months by rebuilding tooling and changeover s
crap reduction program.
Exide Technologies. Fort Smith, Arkansas. 3/2008 a" 10/2009.
Operations Manager
a Managed operations floor of a 240-employee industrial battery facility consist
ing of 7 departments that included casting, pasting, flooded and absolyte assemb
ly, charge and cycle, finish and pack, and distribution.
a Improved safety record and reduced OSHA fines.
a Supervised productivity and on-time delivery to customers.
a Established manufacturing system to monitor and improve operations.
Selected Accomplishments
Implemented employee safety and 5S programs, resulting in cleared OSHA fines.
Set plant record of 335 days without lost time due to injury.
Improved on-time delivery to our customers to 100% from 88% by reorganizing the
supervisors into department-based flow VS product family.
Established accountability system to supply plant goals from upper management t
o the shop floor and production monitoring system from the shop floor to upper m
anagement.
Implemented an accountability system at all levels of the organization to ensur
e timely completion of tasks, resulting in increased productivity from 63% to 72
%.
Dana Corp., Mahle Engine Components. Russellville, Arkansas. 7/2006 a" 3/2008.
Plant Manager
a Managed 275-employee plant that manufactured cam shafts for the class 8 truck
industry; company grossed $50 million in annual sales.
a Improved customer delivery and quality at a reduced cost.
a Maintained full responsibility for P&L, all internal operations of facility, a
nd contact with customers.
Selected Accomplishments
Initiated material review board to identify root cause issues at the point of o
perations to improve first time through capability, resulting in reduction of sc
rap from 2.2% to 1.2%.
Implemented accountability system to ensure timely completion of tasks, resulti
ng in increased productivity from 67% to 80%.
Revised scheduling system from a batching system of customer orders to machine
level, allowing for implementation of a kan ban system to monitor the amount of
work in front of every process, resulting in reduction of past due orders from 1
0,000 units to 1,500 units.
ArvinMeritor. 7/2000 a" 7/2006.
Director of Operations. Loudon, Tennessee. 7/2005 a" 7/2006.
a Managed and directed 450 employee facility in the manufacture of aftermarket e
xhaust systems that produced $100 million in annual revenue.
a Improved profit and loss statement in preparation to sell the after-market div
ision of the company.
Selected Accomplishments
Reduced plant management layer from 4-tiered to 3-tiered system, reducing numbe
r of shop floor managers and saving $450,000 annually.
Combined low volume assembly lines to eliminate excess machinery, reduce labor
cost and machine repair cost, reducing direct labor from 329 to 295 employees re
sulting in $1.2 million in annual savings.
Revised kan ban systems to reduce WIP and finished goods inventory; reduced inv
entory from 480,750 to 380,470 units while improving customer availability from
94% to 97.3%.
Business Unit Manager. Chickasha, Oklahoma. 7/2000 a" 7/2005.
a Managed and initiated production on 7 strut cells to produce 50,000 struts per
week.
a Managed 3 supervisors, a scheduler, and engineering staff to implement a lean
cellular layout that met customer demand and cost center budget.
Selected Accomplishments
Used kaizen and employee involvement teams to reduce tooling change over to onc
e a week, resulting in savings of $1 million annually.
Implemented lean manufacturing process, resulting in the strut department makin
g the cost center budget 3 consecutive years.
Improved strut department from worst performing to best performing cost center
in a 5 year period.
GKN Sinter Metals. Dubois, Pennsylvania. 8/1999 a" 7/2000.
Operations Manager
Tenneco / Monroe. Cozad, Nebraska. 5/1989 a" 8/1999
Quality Manager, Lean Manufacturing Manager, Business Unit Manager, Production E
ngineer
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EDUCATION
B.S. in Manufacturing Engineering. University of Nebraska. Omaha, Nebraska.
A.S. in Mechanical Engineering. Iowa Western Community College. Clarinda, Iowa
.
Diploma in Tool & Die Making. Fayetteville Technical Institute. Fayetteville, N
orth Carolina.
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PROFESSIONAL DEVELOPMENT
Total Quality Control (TQM) a Just in Time (JIT) a Quality Control (QC) a
Lean Manufacturing
Failure Mode Effect Analysis (FMEA) a 8 Disciplines (8D)