Chad Lochner

Responsible for Planning to Deliver track for an Oracle implementation. Replacing 35+ year old legacy mainframe computer system. Successfully launched at six manufacturing locations and nine distribution locations across six brands in three separate deployments in February 2016, September 2016, and February 2018.

Leadership of an 1100 member Office Furniture manufacturing operation. Drove key metrics for Safety, Quality, Delivery, Cost, and Member Morale. Financial Leadership responsible for signing off on all major equipment purchases including multimillion dollar metal cutting lasers and key woodworking equipment. Responsible for reporting all operational and distribution financials to the Allsteel brand leadership team.

Lead the Operations RCI team as well as Administrative RCI team for Allsteel Headquarters. Drove Manufacturing and Administrative waste elimination projects using visual tools and a strategic deployment methodology. Waste elimination focused in Sales (using buying models), engineered to order product development, and Product Data warehouse.

Lead a 450 member manufacturing operation. Responsible for Safety, Quality, Delivery, Cost, and member morale. Key Kaizen Project: Drove lean material delivery models to eliminate the use of racks to vertically store material. Established the material support team to deliver to the lines what was needed in the timing needed.

Lead the Flow/Masterscheduling department and TPM/PM department. Set Lean direction for Allsteel to ensure standardization and common direction between all plant and warehouse locations.

Oversaw a production department of sixty production members; three supervisors and two engineers. Achievement: Improved On Time Production percentage from 75% in 2006 to 99%+ in 2007.

Lead a kaizen promotion department of two engineers and one maintenance member. Achievements: Assisted in plant production startup (line transfer of Lateral production and Pedestal production). Kept and reported on Improvement newspaper and ordered largest raw material commodity. Coordinated and coached 40-50 Kaizen events per year for the plant. Determined where improvement efforts would be most effective. Responsible for leading plant cost savings efforts in 2006 - $543,000 net realized for the year.

Lead a production department of fifty production members; one supervisor, one engineer and one maintenance member.

Coordinated and participated on Kaizen events for the plant. Determined where improvement efforts would be most effective. Special Project to lead the move of seating lines to the Milan plant due to a plant closing. Coordinated transfer of equipment.

Led the move of the largest product line to another plant due to a plant closing. Coordinated training of over twenty members and transferring of all equipment. Also managed the same department during the transition.

Recruiting: Attended engineering career fairs, interviewed engineering recruits, and hired several engineers. Bills of Material and Costing: Responsible for accuracy of monthly current cost roll and yearly standard cost roll. Answered questions about computer system capabilities and arranged for system changes as required.

Responsible for Engineering Recruiting, Labor Standards Audits, and Participating Kaizen teams. Special Projects: Led two teams of engineers in converting two plants to the HON Incentive Plan. One of the plants converted from a pay for performance plan and the other started with no incentive plan. Set labor standards and trained members on time card reporting. Completed both in the scheduled timeframe.