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View My VisualCV Online: http://www.visualcv.com/dynamic-international-senior-executive
Photo for Kelvin F. Lynch

Contact Information

Kelvin F. Lynch
Dynamic International Senior Executive


h:
613-478-5523
m:
613-242-9073
http://kelvinlynch.myplaxo.com/
http://www.linkedin.com/in/kelvinlynch

Summary

Kelvin Lynch is a first-class executive with an industrious work ethic building company value. With over fifteen years of senior management experience, he parlays this experience into tremendous returns for business. Kelvin’s hands-on approach to managing people complimented by outstanding motivational skills help to elevate performance, morale, and productivity.

Kelvin worked his way up from being a shop floor operator to executive roles through determination, mechanical/technical aptitude and a roll up your sleeves approach. This provided him invaluable insights to employee motivation, front-line communication, and staff relations. Kelvin is well versed in both union and non-unionized environments. His first-hand technical knowledge in all manufacturing areas stems from his own operational experience in welding, stamping, assembly, injection moulding, die-casting and high precision machining. As a result, Kelvin understands what takes place at the front lines with the ability to relate personally and operationally.

Kelvin has a reputation for consistently exceeding sales, profitability, cash flow, and overall business targets. Early in his career, his performance lead to a rapid ascent into management and then executive roles. He delivered exceptional results improving plant performance at Johnson Controls’ Linden, Tennessee site. He inherited a floundering operation, which was losing in excess of $300 thousand per month. He and his team quickly turned the operation around and achieved records in financial performance with gains upwards of $600 thousand in less than 6 months. This earned Kelvin, yet another promotion, leading to his role as Plant Manager in Cadiz, Kentucky where he played an integral role in closing a five-year deal with the Steel Workers Union. He has since moved steadily upwards in leadership roles for several multi-million dollar organizations.

Kelvin worked for the past 14 months as the President of Burlington Technologies and Vice President of Revstone Canada, charged with the sole responsibility for acquisitions and operations in Canada for 7 automotive companies with annual sales revenues upwards of $150 million USD. Set up closing and 100 day start up activities lead to smooth transition from bankruptcy/CCAA into a financially viable automotive company in Canada. Reported to the Board of Directors and acted as a Director. Managed multiyear Union and Employee contracts at time of closing. Liaised with Legal and Financial counsel for developing accommodation agreements with Customers such as Ford and General Motors.

Ensured planned returns on investments were realized by implementing solid business practices, providing adequate technical resources and standardizing performance metrics.

Kelvin previously operated as the Vice President at Niagara Machine Products Corporation and Shanghai Bao-Court Powertrain Products Ltd., responsible for all operations reporting to the Board of Directors. Here again, Kelvin’s performance led to his promotion from General Manger to Vice President growing sales by over $85 million. In fact, this global joint venture came about because of Kelvin’s efforts in diversification. He contributed by leading the due diligence and negotiations to ultimately close this $30 million agreement. During the nine years that Kelvin spearheaded this organization, they were the recipients of the prestigious General Motors Quality Service Technology and Pricing Award on seven different occasions.

As a former owner and manager of the profitable Algonquin Lodge Resort, Kelvin truly appreciates the financial metrics to running any business. He possesses well-rounded financial management experience and the knowledge to work collaboratively in fiscal administration at all corporate levels. He attributes his broad business acumen to what he refers to as entrepreneurial intelligence, a management style that considers all factors when rendering the critical decisions. This contributes to his impeccable record for managing $100 million organizations providing stability followed by exponential growth.

Kelvin’s educational background includes Electrical Engineering and multiple business courses. He participates in numerous training seminars and workshops in management and process improvements. Kelvin is extremely knowledgeable in various Total Quality and process improvement methods including Lean, 5S, JIT, Six Sigma, DOE, Shannon, TS16949, QOS, PDP, ISO, APQP and TQC principles. His sights are set on attaining a Masters in Business Administration degree as the next step in his professional development.  

Kelvin’s ability to engage people in collaborative relationships renders consistent buy-in. He is a leader who leverages his rich experience and knowledge to overcome seemingly insurmountable obstacles. Ready to relocate if required, he is prepared to take on the challenges of our current economy and offers innovative solutions backed by steadfast leadership to elevate organizational performance.

Objective

To find a position with a Fortune 500 Company in the Automotive sector who is looking at releasing the reins to a competent and qualified senior executive. I am looking for a company that gives the executive total autonomy for the operations and helps guide the strategic goals.

Work History

Magna Autosystems

Belleville, ON, Canada
Apr 2011 - Present
AGM/Plant Manager 

State of the art automotive lighting systems facilities in Belleville, On that service as tier 1 and 2 to the OEM across the world. Plastic injection moulding, decorating (Vacuum metalizing) and highly automated assembly processes with three manufacturing facilities in North America and Mexico.


·      Operations, Quality and Materials management of three manufacturing facilities with a combined sale of $250 million with over 1100 employees. Full responsibility for P&L and operations for all of the facilities. Developed and Implemented KPI’s, Lean, 5S and Red X principles which turned around the facilities into being profitable and world class with very low Quality parts per million defect rates. Implemented Warehouse management principles which lead to less than .05% variances in inventory and 75% reduction in expedites.

 

Iafrate Machine Works

Thorold, ON, Canada
Aug 2010 - Jan 2011
General Manager 

Iafrate Machine Works

 

A high precision machining, die build and repair shop focused on oil and gas industry products. Also machine and assembly for high volume OEM steering and powertrain components.

 

·      Managed the operations of an $11 million tool and die shop with 50 employees while the owner under went surgery. Ensured all Health and Safety, Environmental and Quality compliance was in place. Streamlined operations to utilize Lean and JIT methodologies. Negotiated and enhanced the union management relations.

 

Revstone Canada Inc. Burlington Technologies Industries

Burlington, ON, Canada
May 2009 - Jun 2010
Vice President of Canadian Divisions and President of Burlington 

                                                                              Revstone Canada Inc

A leading automotive aluminum die-cast machined parts manufacturer for powertrain and engine products. A company who in this economic time has through mergers and acquisitions increased its divisions in Canada to secure market share moving forward. Operating from seven locations in Canada with 600+ employees and annual revenues in excess of $150 million USD.

PRESIDENT / VICE PRESIDENT                                                                  May 2009- June 2010

Appointed the sole responsibility for acquisitions in Canada of approx 7 Automotive companies with an annual Sales revenue of 150 million USD. Setting up closing and 100 day start up plans has lead to smooth transitions from Bankruptcy, CCAA and accusation type companies forming a large Automotive presence in Canada. Reporting to the Board of Directors.

 

·      Acquisition and Mergers of Canadian Manufacturing companies to develop a      Canadian entity.

·      Organized and negotiated 3 year CAW contracts with a 15% cost improvement per hour in base wages and benefits.

·      Negotiated new Customer contracts to ensure financial viability of the new companies.

·      Developed and executed 100 day implementation plans from time of business closings to mass production.

·      Developed and liased with all new facilities to ensure Lean manufacturing apporach is being utilized.

 

 

 

Niagara Machine Products Corporation and Shanghai Bao-Court Powertrain Products Ltd.

A leading global supplier of high tolerance machined spool valves and sleeves for automotive and powertrain products. Operating from three locations in North America and China with 570 employees worldwide, and annual revenues in excess of $125 million.


VICE-PRESIDENT / GENERAL MANAGER                                       Nov 2000 – April 2009

Promoted and appointed to lead a Greenfield start-up in China after making significant contributions to negotiations culminating in a $30 million joint venture. Complete oversight of international operations with full P&L, cash management, sales, marketing, operations, purchasing, logistics, warehousing, capital, banking relationships, external auditing, and legal communities. Reporting to the Board of Directors.

 

•        Established process improvement teams offsetting Long Term Agreements at 4% per year, which contributed to increases in profitability exceeding 10% over 4 years.

•        Successfully launched the plant in China and achieved 75% efficiency improvements, scrap rates of less than .5%, and training effectiveness of 80% while bridging two distinct cultures.

•        Reduced employee turnover from 8% to less that 2% with perfect attendance records improving from a low of one person per year to a high of 11 per year.

 


Magna International Inc., Cam-Slide Manufacturing

International manufacturer with 240 facilities and 86 product development, engineering, and sales centres

in 25 countries on five continents. Employs over 300 people generating $90 million in revenue per annum.

ASSISTANT GENERAL MANAGER / PLANT MGR. /MANUFACTURING MGR. 1998 – 2000

Elevated to progressive management roles with increasing responsibility in operations and warehousing due to previous performance and results. Full P&L and capital management, reporting to the General Manager. 

•        Placed KPI measurements highlighting inefficiencies and discovered the use of obsolete equipment. Opted to outsource these functions saving between $3 and $4 per seat track or about $1 million per year.

•        Worked “hands-on” with the production team to identify performance shortfalls using root cause analysis methodology. Improved productivity by 25% over the first 8 months, lowered scrap rates by 7%, and lowered absenteeism by 1% per month setting plant records.

 

 

Education

Loyalist College

 

EDUCATION & PROFESSIONAL DEVELOPMENT

Electrical Engineering Technologist,

Loyalist College, Belleville, ON

Continuing Education Courses

towards a Business Degree at Brock University

Myers – Briggs Training

Statistical Process Control -  Geometric Dimensioning and Tolerancing

Health, Safety and the Law - Ergonomics - St. John’s Ambulance First Aid

Supervisory Development - Teams for Excellence Training - Frontline Leadership Training

Ongoing continual investment in courses and conferences in management and business

 

Skills

Operational Excellence

(Expert)
10+ Years Experience, (Last Used 10+ years ago)
Skillometer_4


KEY INITIATIVES REFLECTING IMPROVEMENTS IN MANUFACTURING EFFICIENCY

 

CHALLENGE:

·      Company had grown beyond its capabilities from 50-100 employees to well over 200, taxing the systems that were in place.

·      Poor quality levels caused the company to be listed as a red supplier with a Do Not Source to this supplier listing. Unless improved, the potential for losing all business and possible closure became a reality.

·      Business methods and manufacturing certifications were non-existent, with no interest in obtaining any.

ACTIONS:

·      Implemented a program identifying Key Performance Indicators, while tracking them in relation to working capital and predictive/preventative maintenance systems. This became effective in managing the potential for the future success of new initiatives and processes.

·      Trained current personnel, and parachuted in additional expertise including material management to facilitate the process.

·      Implemented an ERP system (Navision/Microsoft) to best utilize the workforce and ensure data integrity.

·      Total quality commitment: TS16949, QOS, PDP, ISO, APQP and TQC principles were introduced as part of everyone’s daily life right through from the plant manager to the janitor. 

·      Introduced Quality standards in QS9000, TS or ISO 16949, and ISO 14001 and ISO18001 for both China and North America. Prioritizing these standards and disciplines improved organizational communication.

RESULTS:

Fostered collaboration in executing process improvements and reducing PPM:

·      Quality, Service, Technology, and Price award winners (QSTP) for 7 of 9 years.

·      Established a record for achievement and success by maintaining Zero PPM for customers such as General Motors, Allison Transmission, Honda, Magna Powertrain, Ford, and Visteon.

·      Restored viability with systems, and other performance measures gaining control over costs, payables, inventories, and throughput's with a data driven process.

·      Preserved multi-million dollar business with major accounts by renewing confidence and credibility.

·      Took a losing venture to break even in less than six months and turned it around by increasing profitability by over 10% over four years.




 

Dynamic International Executive

Icon_ppt_16 Slideshare Presentation

Outstanding Customer Awards Year over Year

QSTP
Awards

Delegation with Canadian Prime Minister Paul Martin and the Chinese President

Paul Martin

International Experience in Green Field Operations in China

SBCP Plant Opening

Key Measurables

Header

Exceptional Performance Results

Parts Per Million
Profitability
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