Michael R Chapman P.Eng LEADERSHIP ~ ENGAGEMENT ~ ACCELERATION firstname.lastname@example.org Michael Chapman brings over 20 years of success leading multi-million dollar manufacturing facilities. He is a hands-on senior executive who combines remarkable analytical skill with an exceptional people oriented style. Michael accelerates business performance by controlling costs, mitigating risks, and growing business. Michael holds a Professional Engineer designation and is a certified Six-Sigma Greenbelt, which magnifies his operational expertise. Although he specializes in operational performance improvement with a focus on productivity enhancement, Michael brings much more to his work. The breadth of his experience includes marketing, sales, technology, and financial management. Michael raises performance through motivational leadership and employee engagement. He exceeds all targets for cost reduction and cost control through the detailed analysis of operational performance and the systematic implementation of appropriate process improvements. These have included Lean, ISO, TOC, 5S as well as process control enhancements and capital investments. He thrives at working closely with people focusing on improving efficiency and driving bottom-line results. When businesses need to be able to respond to unexpected challenges with steadfast leadership, Michael delivers. With over fifteen years of experience managing unionized environments and leading collective bargaining, Michael has successfully negotiated two 3-year collective agreements. He also tactfully coordinated a complex factory closure on schedule, within budget, and without any labour disruptions or negative publicity from the union. Michael’s commitment to improving performance would be a valuable addition to any business. Organizations seeking to enhance operations, employee engagement, and business performance can reach Michael at email@example.com
Sep 2009 - Present
High Performance Solutions
Development and support of manufacturing consortia. Companies collaborating to learn and improve business performance ACCOMPLISHMENTS Collaborated with HPS and CME ( Canadian Manufacturers and Exporters) to redesign the business development process
Jan 2004 - May 2009
VP Operations and Technology
Nexans Canada Inc
Leadership of the Operations, Engineering and Quality functions of Nexans Canada Inc. Energy Division. Annual sales of over $350 million to a customer base of electrical utilities and wholesalers. ~ Factories in Ontario, Saskatchewan and Quebec ~ Engineering and Quality group in Toronto. ~ Responsible for 480 people ~ Operating expense budget of upto $18M ~ Production budget in excess of $350M ~ Regular capital budgets of $5M ~ Strategic Projects in excess of $10M ACCOMPLISHMENTS Designed and implemented a highly successful Operational Excellence process that resulted in multi million dollar cost savings. Recipient of a team Global Recognition Award for the development of a system of pricing, inventory and factory load management. Member Group Industrial Council, a global team of manufacturing executives established to globally propagate best industrial practices and establish effective benchmarking. Achieved Nexans "EHP - Environment Highly Protected" rating for two factories - a designation based on ISO 14001.
Sep 1996 - Jul 2004
Nexans Canada Inc
Site Manager for a 270,000 square foot plant in Fergus, Ontario Responsible for Production, Engineering, QA, Materials Management, Finance and HR. Customer base of large electrical wholesalers, contractors and electrical utilities ~ Sales of $170 Million ~ 235 unionized hourly employees and 29 salaried staff. ACCOMPLISHMENTS Achieved annual cost savings in excess of $1M and developed a global company benchmark process "Theoretical Minimum Cost". Introduced manufacturing best practices of TOC, process mapping and 5S Introduced interest based bargaining and organized employee communication programs Successfully led collective bargaining achieving improved flexibility, responsible cost management and very low grievance rates. Upgraded the existing safety policies and program to meet the Ontario "Workwell" requirements. Achieved world class safety performance of less than 10 accidents per million hours worked.
Sep 1992 - Sep 1996
Alcatel Canada Wire
Site Manager for a 230,000 square foot plant in Simcoe, Ontario. Responsible for Production, Engineering, Finance, HR, Materials Customer base of large transformer and electrical motor manufacturers ~ 160 direct employees and 28 staff ~ $80M per year in sales ACCOMPLISHMENTS Improved hourly productivity by more than 50% over 4 years using Constraints Management methodology and strategic investments. This resulted in a financial turnaround from a loss of $4M to an annual profit of $2M. Implemented hourly "corrective action teams" and a union/mgmt employee involvement steering team as part of a TQM implementation Designed and implemented a successful gain sharing program Implemented an ISO 9001 quality system
Nov 1989 - Sep 1992
SQUARE D CANADA
Responsible for Production, inventory control, purchasing, manufacturing, engineering and shipping. 15 direct reports and 110 unionized hourly employees (IBEW). Member of Joint Health and Safety Committee, Pay Equity Committee, Product Development Committee, collective bargaining team
Jan 1988 - Nov 1989
Sold motor control and electrical distribution equipment to large contractors Specified electrical equipment with major electrical consultants Won back a major electrical contractor as a Square D account, resulting in a $1.7M contract with the company Convinced an influential consultant to approve a new Square D power circuit breaker for use in large commercial projects
Jun 1985 - Dec 1987
Provided marketing and technical support for electrical power equipment. Defined product requirements and established price. Introduced a new product to Canada increasing sales from $800k to $2.5M. Recommended pricing landing large projects including CAMI, Hyundai, Pearson Terminal 3.
Six Sigma Green Belt