Matthew LaMere

Experience

• 

  Sivyer Steel Castings LLC

  May 1996 - Jun 1999

  Maintenance Supervisor
• 

  The Bed Shop

  Feb 2002 - May 2006

  Logistics Manager
• 

  M.A.Ford Manufacturing

  May 2006 - Aug 2008

  Plant Supervisor
• 

  John Deere

  Aug 2008 - Mar 2016

  Factory Continuous Improvement Coordinator

  ● Led projects to control incoming inventory, including the implementation of a two-bin rack system, which prevented material overages and decluttered the factory floor.● Conducted a comprehensive analysis of factory vehicles, collecting data to assess the necessity of replacing company assets such as Gators and tractors.● Spearheaded numerous safety Continuous Improvement (CI) projects, including the implementation of a CI suggestion board and introduction of breathable air in the shot blast system and the use of a cart pusher to reduce strain during the paint line's Work in Progress (WIP) pulling.● Designed a versatile rack for the PDF hose machine capable of holding various hose reel sizes, significantly reducing setup time by eliminating the need for frequent reel changes. Show less

• 

  Arconic

  Jul 2016 - Oct 2018

  ● Led the development of new annealing furnace processes to improve throughput and overall production, while coordinating and managing repair, preventative maintenance activities, and capital projects across multiple plants in the U.S. ● Developed and maintained a critical training platform to meet customer and auditor requirements, along with supervising and developing up to eight Supervisors, Quality Engineer, and Metallurgical Engineers. ● Oversaw the department's Daily Management Boards, TPM, and 5S programs, regularly traveling between plants in the U.S. to ensure process compliance.● Actively managed departmental P&L reports and formulated new documents and tracking charts that provided deeper insights into production and its financial impact, including negotiations on contractor capital projects.● Leveraged expertise in ABS (Alcoa Business Systems), a model based on TPS (Toyota Production Systems) and implemented LEAN manufacturing principles to drive productivity. Show less ● Supervised a team of over 400 employees, offering coaching that improved throughput and adherence to company policies and processes, while consistently supporting crews across various plants and shifts to ensure on time customer delivery.● Managed a substantial maintenance, manpower, and TPM process budget of $4.2 million.● Introduced the Alcoa Business System (ABS) plan, developing cost-effective processes and adhering to lean manufacturing principles such as 6S, Just in Time (JIT), and Total Productive Maintenance (TPM).● Maintained accountability throughout the production process and closely monitored yearly and monthly quotas in alignment with customer promise dates.● Implemented ongoing improvement goals and utilized maintenance skills and leadership abilities to restore the flow of metal across the Rolling department.● Led team to guarantee high-quality control throughout alloy processing and improved communication between PSA, Group Leaders, and Area Managers through shift reports and handoffs. Show less

  • Process Improvement Engineer

    Jan 2018 - Oct 2018

  • Group Leader/Production Support Supervisor

    Mar 2016 - Oct 2018

  • Group Leader

    Jul 2016 - Jan 2018
• 

  MFT-CKF, Inc.

  Jan 2019 - now

  ● Managed financial accountability and retaining ISO-9001 certification for multiple US-based plants, maintaining plant P&Ls and implementing cost savings to achieve over 4% of budget savings year over year while maintaining a cost savings pipeline over $1M.● Increased budget by 83% in 36 months by implementing capacity-building projects, optimizing labor allocations, redesigning tooling, acquiring new projects, and initiating cost-saving measures: reduced scrap by over 14.6%, labor costs by 10.6% of sales, safety incidents to a single case annually by 2023, and improved OTD to 100%.● Directed capital project planning, business case formulation for capital approval and implementation, while also acting as the primary focal to all customers and vendors, managing customer expectations and vendor requirements to mitigate business risks.● Implemented 5S for the first time in plant history and developed key performance indicators, including throughput, safety, downtime, scrap, quality, and OTD, alongside the creation and application of live machine metrics data.● Held accountability and support for all labor in the plant, consisting of 127 production hourly employees and 15 salaried, identifying potential candidates for career progression, managing performance, and monitoring development plans. Show less

  • General Manager

    Oct 2024 - now

  • Plant Manager

    Jan 2019 - Nov 2024