1. STEPHEN J. SMILEY
www.linkedin.com/in/stephensmiley (H) 262-681-9346
email@example.com (C) 262-989-9243
Vision and Strategic Planning Global Procurement Strategies Lean Instructor
Multi-Plant Responsibilities Product R&D Management Six Sigma– Green Belt
International Plant Management Capital Equipment Engineering Metrics – SMART, KPIs
P&L Budget Responsibilities Quality Engineering and Planning High Performance Teams
Capital Budget and Forecast Marketing and Sales Strategies Incentive Programs
Highly skilled Executive Leader who creates a vision to achieve strategic organizational goals and leads teams
to implement actions to meet these goals. A progressively responsible executive experienced in strategic
business leadership and operations initiatives that improve organizational effectiveness.
An effective Leader with many years of experience who uses business, operations and engineering acumen to
direct teams to operational and organization excellence. These operations include high volume, low volume and
custom manufacturing in assembly, metal stamping, sheet metal fabrication, casting, CNC machining, blow
mold and injection plastics facilities. A leader using culture changing initiatives such as high performance cross
functional Continuous Improvement Teams, Lean Manufacturing Pull Systems from finished goods to suppliers,
Design for Six Sigma for new products, labor reduction automation programs, SMART Plant KPI’s aligned with
employee incentive programs, TPM for improved machine up time and throughput, electronic supplier Kanban’s
and Toyota Employee suggestion program.
A proven leader and game changer with a history in managing manufacturing, operations, research and
development, manufacturing engineering, quality engineering, human resources, supply chain and procurement
in Heavy Equipment, Consumer Products, OEM supplier and Aerospace Industries. An insightful hands-on
leader with a highly transferable skills set who fosters working relationships between internal and external
stakeholders, understands priorities and customer expectations.
API HEAT TRANSFER, AIR COOLED GROUP, Franklin, WI 2014 to 2016
Designer and manufacturer of custom thermal transfer systems for large gas and diesel engines in oil, gas,
power generation, construction, agriculture, rail and HVAC industries. A $75M division of API Heat Transfer.
Director of Operations
Hold 24/5 multi-operations responsibility for design and production of heat exchanger for commercial markets
yielding 15,000 products annually, oversee manufacturing, production control, quality assurance, customer
service, safety and environmental services, supply chain management, facility management, product design,
engineering services and P&L. Oversee 300 employees with 11 direct reports, manage 200,000 square feet of
Created a vision for the business and established supporting strategies and common goals
Enhanced department collaboration toward the common goals to improve organizational effectiveness
Created and implemented a business development strategy for the discrete thermal transfer market which
increased business by $15M
Leveraged/sold excess sheet metal fabrication capacity to local customers and generated $3M in EBITDA.
2. STEPHEN J. SMILEY, PAGE TWO
Established a Safety Steering Committee which resulted in decrease in Workman’s Compensation cost
from $450,000 to less than $1,000 per year and one year without a lost time accident.
Developed a Lean Steering Committee which directed Value Stream Mapping, improvement projects and
consolidation of plants yielding $800,000 savings.
Directed shipping schedule compliance team, improving On Time Delivery from 84% to 95%
Implement Operation Budgets and Sales Margin reviews which resulted in EBITDA 8% improvement
Restructured Design Engineering Department with off shore design resources to support discrete business,
improved velocity of throughput from 7 to 2 weeks.
Redesigned the cycle count program to improve inventory accuracy to eliminate annual physical
Created new methods of controlling and forecasting inventory, improved inventory turns from 8 to 12.
Implemented Demand Planning by product family which reduced direct labor by 10%.
Created communication strategy engaging employees resulting in less than 1% turnover rate.
DELTAHAWK ENGINES, INC., Racine, WI 2010 to 2014
Pre-revenue company that designs and manufactures a family of compact, lightweight and elegantly simple
two-stroke diesel engines and engine systems for use in general aviation, military and other markets
Vice President of Operations
Overall responsibility for domestic and international operations; oversee supply chain management,
manufacturing, quality assurance, facility management, research and development, engineering services,
human resources, FAA certification and P&L
Developed mission, vision and cultural statements and strategic plan with the Executive Team
Created a domestic marketing and sales plan for Experimental, Certified and Military markets
Developed a focused international marketing and sales strategy with a grant from the Wisconsin Economic
Development Corporation and Wisconsin Manufacturing Extension Partnerships
Devised an investor presentation package that included a Business Plan Overview and Executive Summary
with a Private Placement Memorandum
Presented DeltaHawk’s Business Plan to White House, Department of Defense, Senate Arms Services
Committee, Federal Legislators in Oklahoma and Wisconsin, Wisconsin State Governor and Lieutenant
Governor, Wisconsin State legislators and agencies, local government leaders, Wisconsin Small Business
Summit and Wisconsin/Chinese Investment Summit.
Built relationships that resulted in $18 million in funding through Angel Investors/Groups, Banks, EB5
Federal Program, New Market Tax Credits, Earmarks, Department of Defense, Federal, State, County, and
Developed new designs that created intellectual property for block and pan, high pressure fuel system,
power cylinder assembly and oiling system.
Worked with engineering consulting agencies on thermal, structural, dynamic, tribology and vibration
engineering analysis to evaluate the base design and create new designs to improve the life, reduce weight
or improve efficiency of the engine
Strategically selected/designed 70,000 sq. ft. US and Chinese manufacturing plants close to regional
airports and customers for more efficient power plant installations in new or retrofit airframes
Selected/developed US and Asian supply chain partners to meet unique requirements of customers and
quality requirements of FAA and the Military.
Designed low volume, Lean Pull Manufacturing methodologies for engine assembly and test operations
3. STEPHEN J. SMILEY, PAGE THREE
Partnered with Gateway Technical College and received a $640,000 grant from the Wisconsin Covenant
Foundation to develop a one year DeltaHawk Engine Certificate Program that will train 90
students/employees in diesel technology and FAA regulations
Developed Human Resources policies and manual; hired 31 staff members
Implemented FAA Certification Projects with the regional ACO and MIDO FAA agencies
Instituted quality policies and procedures that meet CAAC, ISO 9100 and FAA requirements
RACINE COUNTY WORKFORCE DEVELOPMENT CENTER, Racine, WI 2009 to 2010
Participated in leading local economic recovery efforts through a Green Business Development initiative, and
established a work readiness training / employment program for at-risk youth.
Recruited and obtained commitment from 37 businesses, non-profit organizations, and government
agencies to create “green economy” jobs, resulting in successful work placement of over 200 at-risk youth.
Identified and connected over 30 entrepreneurs with feasible ideas and solid resources, facilitating
development of viable local businesses in the green industry.
Coordinated training and networking events, taught business planning, vetted business plans, and coached
individuals, providing comprehensive support to effectively launch green businesses.
INSINKERATOR, Racine, WI 1994 to 2008
World’s largest manufacturer of food waste disposers and instant hot water dispensers for home and
commercial use, a $450 million division of Emerson Electric
Director of Manufacturing (1997 to 2008)
Held 24/7 multi-plant responsibility for production of household and commercial disposers yielding
approximately 6.2 million products annually, oversaw process engineering, maintenance, inventory
management and employee cost improvement program, managed 650 employees through 7 direct reports,
operating budget of $13 million and ISO 9001 certified.
Created process improvement teams in manufacturing engineering and production, resolving process
issues and reducing expenses and direct labor costs by $3 million over 18 months
Developed master schedule compliance metric, improving plant adherence to production schedule from
30% to 70%
Drove $100 million of capital equipment programs that reduced product costs and increased production
Established sales/operations planning meeting and lean initiatives, driving customer service levels from
60% to 95%
Developed and executed incentive program driven by cost and quality per unit, safety and variable
initiatives that resulted in more effective operational performance
Established and implemented cellular manufacturing for high end product, improving through put from
seven days to less than four hours, and successfully meeting customer requirements
Led process for development of special manufacturing area to meet unique Japanese process, packaging
and inspection requirements, enabling reentry into Japanese market
Initiated creation of enhanced safety program infrastructure including steering committee, shift audits and
accident investigation that reduced lost time accidents 100% and led to receipt of Emerson’s Most
Improved Safety Division award
4. STEPHEN J. SMILEY, PAGE FOUR
Championed an MRP conversion from COPICS to JD Edwards and implemented Kronos labor reporting
system plant wide.
Collaborated with Human Resources to upgrade recruiting/selection and on-boarding processes,
decreasing employee turnover from 25% to less than 5% annually
Enhanced Toyota employee suggestion program that led to receipt of seven national awards for cost
Introduced Six Sigma program and steering committee, simplifying manufacturing processes and
enhancing product quality
Reduced inventory from 36 hours to 12 through implementation of lean initiatives
Reorganized maintenance department, and created and implemented Total Predictive Maintenance (TPM)
program, significantly improving uptime and improving quality
Created concept and provided oversight in seamless move of production facility from Racine to Sturtevant.
Quality Assurance Manager (1996 to 1997)
Quality Engineer (1994 to 1996)
COLLIER KEYWORTH, Liberty, NC 1991 to 1994
Manufacturer of office chair components, a subsidiary of Leggett & Platt.
Engineering Manager (1993 to 1994)
Quality Assurance Manager (1992 to 1993)
Lead Design Engineer (1991 to 1992)
JI CASE INTERNATIONAL, Racine, WI 1986 to 1988
Manufacturer of agriculture and construction equipment.
Stress, Vibration and Applied Mechanics Test Engineer (1987 to 1988)
Engine and Engine System Design Engineer (1986 to 1987)
MBA, Operations Management, University of Wisconsin – Madison, Madison, WI
BS, Mechanical Engineering, Marquette University, Milwaukee, WI
Lean Manufacturing Champion Training
Six Sigma, Green Belt, DMIAC and Sponsors Training
Stephen R. Covey Four Roles of Leadership
WMEP - International Market Strategies
Wisconsin Aerospace Consortium, Wisconsin Lt. Governor Chair 2012-2015
Wisconsin Engine Manufacturing and Distribution Alliance 2010-2015
Racine County YMCA Board Director 2013-2016
Cardinal Stritch University Business Advisory Board 2012-2015
Racine Youth Sport Baseball Coach 2011-2016
Racine Area Soccer Association Coach 2004-2011
President of Church Board of Directors 2006-2008
Co-Chair, Kid’s Cove North Beach Playground 2004
“Racine County - Volunteer of the Year” 2004
Leadership Racine 2003
President, Big Brothers/Big Sisters, 2001 and 2002