KENT JORGENSON Elkhorn, NE 68022 308 627 4028
[email protected]
GENERAL MANAGER VP / OPERATIONS PLANT MANAGER
Proven Manufacturing, Operations, and Engineering leader with
more that two decades of experience implementing
initiatives that dramatically increase profitability, enhance
efficiency, and reduce safety issues. Strategic thinker who
drives long-term growth, profitability, and customer
satisfaction. Dynamic professional, skilled in manufacturing
and assembly operations, procurement, quality, warehousing,
distribution, and logistics initiatives. Visionary team
builder, coach, and mentor, who consistently develops core
talent. Metrics driven manager who ensures industry-
leading performance.
Change Management International Business Project Management
Restructuring Team Leadership/Motivation QC/QA Cost Reduction Ops
Management Process Improvement OSHA/Regulatory Compliance
Expense
Control Financial Analysis Product Marketing Employee/Labor
Relations Training/Development Workforce Planning Policy
Development Six Sigma Team Building Strength Identification Talent
Development
PROFESSIONAL EXPERIENCE
VALMONT INDUSTRIES, Valley, NE
Operations Manager 2011- 2014 Managed tube mill areas and lean
efforts in Industrial Products Group. Led Lean improvement efforts
to implement
5S, SMED and other kaizens. Scrap reduction efforts yielded a
14% reduction overall. Initiated pro-active safety
improvement efforts. Facilitated cross-functional effort to
justify $8MM capital project. Led installation and on-time
successful startup.
RAYMOND JAMES FINANCIAL SERVICES, Kearney, NE
Financial Advisor 2010-2011
AXA ADVISORS, Kearney, NE
Financial Consultant 2009-2010
LINDSAY CORPORATION, Lindsay, NE
Factory Manager 2008
Directed all operations for 350-person, 24/7 irrigation
division. Led team of 11 direct reports including production
managers in 3 areas, shipping, production control, manufacturing
engineering, maintenance, environmental and
safety, and quality control. Increased throughput by 50% with $0
in additional capital in bottleneck areas.
Dramatically slashed overall backlog from 7 days to 2 through
focus and bottleneck management, and correction of
significant production control errors. Eliminated bottleneck via
transformation of galvanizing area. Established
dips-per-hour reporting metric and implemented bottleneck
management techniques to double production from 3.5 dips per hour
to 7. Implemented 3 8-hour shift schedule with 36 hour weekend
crew.
Eliminated $40K/week outsourcing expense, with additional
$3K-$4K/week savings in reduced overtime and
increased productivity.
Reduced significant downstream errors through timely
backflushing.
Shifted safety program focus from discipline-based to
risk-elimination centered. Streamlined safety compliance
issues through increased focus on risk elimination, and
supplementing personal protection with enhanced machine
guarding.
Partnered with Manufacturing Engineering Manager to complete
initial capital planning and budgeting capacity
model to enable staff to more efficiently prioritize capital
budgets.
Spearheaded replacement of adhoc weekly Kaizen events with
disciplined 3-month schedule, based on capacity
model and staff input, including measurable goals to be tracked
in agreed-upon timeframe after completion.
Key contributor to SMED Team cutting setup from 1.5 hours to 40
minutes.
BALDWIN FILTERS, Kearney, NE
Director, International Operations Support 2007-2008
Promoted to newly created position tasked with integration of
international operations through installation and
application of safety, quality, productivity, and inventory
management metrics. Rationalized and regionalized
product lines through transformation of European and Asian
plants from direct corporate reporting to Baldwin
KENT JORGENSON Elkhorn, NE 68022 308 627 4028
[email protected]
entities.
Led dramatic turnaround of significantly underperforming
Warrington, UK plant, bringing operation to 1st
profitability in 14 months.
Boosted production of Pollen Cell made cabin air filters by
2000/day with less than 3% scrap and slashing backlog
by 70% through creation of manual assembly cell in partnership
with manufacturing engineers and machine
designers.
Trained operators on bottleneck management and performed OEE
assessments to prioritize uptime improvement
efforts. Eliminated 8-48 hour Round Air cell changeover downtime
through purchase of small rigid urethane
dispenser. Spearheaded major culture change to compliance with
all safety requirements and regulations.
Plant Operations Manager, 1999-2007
Directed 500-person, 3-shift operations, with direct reports
including Production Managers, Shift Superintendents,
Quality Manager, Maintenance Manager, Tool Room Supervisor, and
Receiving Supervisor. Drove continuous
improvement through utilization of metrics / reporting including
hourly earned hour ratio productivity, OEE, quality
and scrap, safety (both OSHA standard and hours per incident),
and receiving productivity based on number of
transactions per material handler.
Consistently improved safety, quality, and productivity.
Established successful 2nd and 3rd shift assembly operations
through development of 'out-of-the-box' solutions
including addition of part-time crew for additional 2nd shift
line, providing adequate ramp-up time and
infrastructure to support transition to full time crew.
Transformed reporting structure to further enhance
efficiency.
Created / managed labor, productivity, absorption, and spending
budgets / forecasts ($25MM expense budget).
Slashed safety incidents by 50%+ through implementation of Job
Safety Analysis (a safety FMEA) and plant-wide
ergonomics assessment to prioritize elimination efforts.
Initiated of Security Team including Plant Manager, Shift
Supervisors, and Safety Coordinator.
Increased maintenance efficiency through implementation of
improved CMMS system, creation of integrated
supplier agreements, and development of Reliability-Centered
Maintenance and Predictive Maintenance programs.
Reduced inventory through outsourcing of 5500 SKUs to new vendor
at 3.5% average savings versus last price paid,
additional rebate schedule saving additional 2.5%, and vendor
paying freight charges for all items.
Reduced plant air pressure to 60 psi, reducing compressor costs
and providing consistent plant-wide pressure.
Spearheaded multiple 5S, SMED, and other lean initiatives.
Researched, piloted, and implemented Overall Equipment
Effectiveness system.
Trained as Six Sigma Project Sponsor and Green Belt.
Challenged team to standardize shut height of 1 mechanical
press, ensuring consistent die operation, consistent
parts, and fewer pressroom complaints.
Developed talent, including promotion of 3 direct reports to
plant managers in sister companies.
Manager, Manufacturing Engineering 1995-1999
Directed team of engineers in process development, capital
equipment acquisition, and environmental/safety
compliance supporting domestic and international operations.
Worked closely with operations management to
facilitate budgeting and project planning.
Led successful on time / under budget acquisition consolidation
from multiple sites to single assembly plant,
including acquisition and restoration of presses and peripheral
equipment.
Spearheaded 10-month China-based joint venture operation from
conceptualization, through proposal and
equipment/tooling acquisition, to final installation, including
product design of product to address OEM engine
specifications.
Supported capital equipment planning and installation at Mexico
City site.
Manager, Hydraulic & Cartridge Design Engineering
1991-1995
Led design group in release of 5 new hydraulic spin-on families
in 2 years, including US. Patents 5,525,226 &
5,490,930.
Designed, developed, and received patent for 1000 psi hydraulic
filter with performance exceeding OEM price-
competitives at low volumes and 0 unique manufacturing
processes. Sub-assembly awarded runner-up in national
metalworking design contest.
Designed, developed, and project managed creation serial flow
dual-lube product (US Patent 5,078,877) including
