Chris Peetz
Chief Supply Chain Officer at Lasko Products- Claim this Profile
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Bio
Kevin Forster
As CEO of The Carlstar Group, I hired Chris as Chief Operating Officer, after the company was sold to a private equity group. After being part of a publicly held diversified manufacturing corporation, this meant a complete re-evaluation of the company's operating systems and methods of managing a $750 million revenue manufacturer of tires, wheels and power transmission belts. Chris is a change agent and embraces changes when necessary to improve the business. He is an excellent recruiter and builds strong teams. He is capable of managing multiple operations both domestically and internationally. He has a lengthy body of work in successfully establishing lean cultures, implementing the necessary metrics and monitoring cadence to assure attainment of the critical objectives. He prioritizes accordingly and keeps his teams focused. Having had experience at a Colfax company, he is experienced in establishing policy/strategy deployment systems and management techniques. He is also willing to make the tough decisions when necessary. His personality and communication skills have enhanced his abilities to lead and establish strategy and direction for large organizations. I am pleased to offer Chris my recommendation.
Jesús A. Gonzalez
A real honor to work for a leader as Chris and with full confidence, I recommend him as a solid and effective business leader. He has a vision of where he wants to take the organization and his team, creates plans around that vision and works the plan. Chris is a results oriented person, very proactive and disciplined. He is direct in his judgments and good team player, and focused on customer care and business profit. Chris has the ability to drive creative change within his organizations that result in bottom line benefit to the company. He is a great "partner" in business with an open mind and a positive, collaborative approach to business issues. He leads by example and gives a sense of pride of being part of the team.
Kevin Forster
As CEO of The Carlstar Group, I hired Chris as Chief Operating Officer, after the company was sold to a private equity group. After being part of a publicly held diversified manufacturing corporation, this meant a complete re-evaluation of the company's operating systems and methods of managing a $750 million revenue manufacturer of tires, wheels and power transmission belts. Chris is a change agent and embraces changes when necessary to improve the business. He is an excellent recruiter and builds strong teams. He is capable of managing multiple operations both domestically and internationally. He has a lengthy body of work in successfully establishing lean cultures, implementing the necessary metrics and monitoring cadence to assure attainment of the critical objectives. He prioritizes accordingly and keeps his teams focused. Having had experience at a Colfax company, he is experienced in establishing policy/strategy deployment systems and management techniques. He is also willing to make the tough decisions when necessary. His personality and communication skills have enhanced his abilities to lead and establish strategy and direction for large organizations. I am pleased to offer Chris my recommendation.
Jesús A. Gonzalez
A real honor to work for a leader as Chris and with full confidence, I recommend him as a solid and effective business leader. He has a vision of where he wants to take the organization and his team, creates plans around that vision and works the plan. Chris is a results oriented person, very proactive and disciplined. He is direct in his judgments and good team player, and focused on customer care and business profit. Chris has the ability to drive creative change within his organizations that result in bottom line benefit to the company. He is a great "partner" in business with an open mind and a positive, collaborative approach to business issues. He leads by example and gives a sense of pride of being part of the team.
Kevin Forster
As CEO of The Carlstar Group, I hired Chris as Chief Operating Officer, after the company was sold to a private equity group. After being part of a publicly held diversified manufacturing corporation, this meant a complete re-evaluation of the company's operating systems and methods of managing a $750 million revenue manufacturer of tires, wheels and power transmission belts. Chris is a change agent and embraces changes when necessary to improve the business. He is an excellent recruiter and builds strong teams. He is capable of managing multiple operations both domestically and internationally. He has a lengthy body of work in successfully establishing lean cultures, implementing the necessary metrics and monitoring cadence to assure attainment of the critical objectives. He prioritizes accordingly and keeps his teams focused. Having had experience at a Colfax company, he is experienced in establishing policy/strategy deployment systems and management techniques. He is also willing to make the tough decisions when necessary. His personality and communication skills have enhanced his abilities to lead and establish strategy and direction for large organizations. I am pleased to offer Chris my recommendation.
Jesús A. Gonzalez
A real honor to work for a leader as Chris and with full confidence, I recommend him as a solid and effective business leader. He has a vision of where he wants to take the organization and his team, creates plans around that vision and works the plan. Chris is a results oriented person, very proactive and disciplined. He is direct in his judgments and good team player, and focused on customer care and business profit. Chris has the ability to drive creative change within his organizations that result in bottom line benefit to the company. He is a great "partner" in business with an open mind and a positive, collaborative approach to business issues. He leads by example and gives a sense of pride of being part of the team.
Kevin Forster
As CEO of The Carlstar Group, I hired Chris as Chief Operating Officer, after the company was sold to a private equity group. After being part of a publicly held diversified manufacturing corporation, this meant a complete re-evaluation of the company's operating systems and methods of managing a $750 million revenue manufacturer of tires, wheels and power transmission belts. Chris is a change agent and embraces changes when necessary to improve the business. He is an excellent recruiter and builds strong teams. He is capable of managing multiple operations both domestically and internationally. He has a lengthy body of work in successfully establishing lean cultures, implementing the necessary metrics and monitoring cadence to assure attainment of the critical objectives. He prioritizes accordingly and keeps his teams focused. Having had experience at a Colfax company, he is experienced in establishing policy/strategy deployment systems and management techniques. He is also willing to make the tough decisions when necessary. His personality and communication skills have enhanced his abilities to lead and establish strategy and direction for large organizations. I am pleased to offer Chris my recommendation.
Jesús A. Gonzalez
A real honor to work for a leader as Chris and with full confidence, I recommend him as a solid and effective business leader. He has a vision of where he wants to take the organization and his team, creates plans around that vision and works the plan. Chris is a results oriented person, very proactive and disciplined. He is direct in his judgments and good team player, and focused on customer care and business profit. Chris has the ability to drive creative change within his organizations that result in bottom line benefit to the company. He is a great "partner" in business with an open mind and a positive, collaborative approach to business issues. He leads by example and gives a sense of pride of being part of the team.
Experience
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Lasko Products
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United States
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Manufacturing
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200 - 300 Employee
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Chief Supply Chain Officer
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Dec 2020 - Present
Leading our Global Supply Chain for the #1 Home Environment company in the North America market. Leading our Global Supply Chain for the #1 Home Environment company in the North America market.
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PrimeSource Building Products
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United States
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Wholesale Building Materials
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700 & Above Employee
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Executive Vice President Of Operations
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Jun 2018 - Dec 2020
PrimeSource is the largest purveyor of fasteners in the world and one of the largest distributors of building materials in North America. With 34 distribution centers and 1,200 employees across the US and the Caribbean, our distribution network is larger and more comprehensive than any other in the industry. PrimeSource is the largest purveyor of fasteners in the world and one of the largest distributors of building materials in North America. With 34 distribution centers and 1,200 employees across the US and the Caribbean, our distribution network is larger and more comprehensive than any other in the industry.
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The Carlstar Group
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United States
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Manufacturing
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400 - 500 Employee
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Chief Operating Officer
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Oct 2014 - Jun 2018
Hold full global accountability for all operational activities and functions, including Manufacturing, Distribution, Quality, Engineering, Procurement, EHS, and Capital Management. Oversee 4 manufacturing plants and 7 distribution centers across the U.S., Canada, and Europe, with a total of 3,200 employees. Lead, mentor, and coach a team of 10 direct reports. Manage a 9-figure operating budget and procurement spend as well as a 3-year, high 8-figure capital budget. Serve as a senior member of the executive leadership team that sets the operational strategy, vision and goals of the corporation. ★ Created and executed global operations strategy post-integration to include zero incident safety culture, global footprint rationalization, prime source optimization, customer profitability, and global SIOP integration. ★ Generated mid 8-figure cost reduction in manufacturing and distribution costs while decreasing lead-times 50%. ★ Championed global Journey to Environmental Health & Safety Excellence to create culture of personal accountability, resulting in 58% reduction in TRIR metric. ★ Top-graded global procurement organization (9-figure spend) that produced mid 8-figure savings via supplier rationalization, payment term alignment, and index-driven global frame agreements. ★ Facilitated 25% reduction of inventory and subsequent free cash flow (mid 8-figure) while raising customer satisfaction 18 points by leading full transformation of integrated SIOP process. ★ Implemented stage gate process within new product development, resulting in 50% lead-time reduction and 8-figure incremental revenues. ★ Led creation of the Carlstar Business System (CBS) to incorporate Lean principles in all processes. Show less
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Howden, A Chart Industries Company
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United Kingdom
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Industrial Machinery Manufacturing
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700 & Above Employee
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Vice President of Global Manufacturing
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Aug 2013 - Oct 2014
Recruited and hired by Colfax CEO to build Industrial division of Howden. Held full responsibility for meeting operational excellence goals, including manufacturing/procurement strategies and Colfax Business System (CBS) across global footprint (U.S., Canada, Mexico, France, Germany, India). Led team of 13 direct and indirect reports across 9 manufacturing plants. Held full executive manufacturing leadership accountability for operational strategy to integrate 6 newly-acquired business units and 3 existing sites that formed the Howden Industrial Fan Division. ★ Led division-wide integration of CBS tools (Voice of the Customer, Strategic Planning, Value Selling, Policy Deployment, Lean Conversion, Root Cause Countermeasure) that drove sustainable results. ★ Achieved 8-figure total savings by creating and implementing category management structure division-wide, yielding 4% material deflation in year 1 and 8% in forward years. ★ Integrated 6 newly-acquired global sites in Colfax business model (incl. standard reporting, COLFAX manufacturing metrics, site-level lean journey roadmap, productivity project funnel, and procurement strategy) to include in category management and EHS excellence. ★ Led mapping of all manufacturing product/process flows to enable product rationalization and site optimization, leading to consolidation of 3 manufacturing sites and 7-figure savings. Show less
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Jacuzzi Group
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United States
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Manufacturing
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300 - 400 Employee
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Vice President of Operations
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Aug 2008 - Aug 2013
VP of Operations (2010-2013) Director of Operations, Jacuzzi Luxury Bath (2008-2010) Established strategic direction for North American operating groups as a key member of the executive leadership team. Led team of 11 in achieving goals for Manufacturing, Distribution, Logistics, Quality, Warranty, Customer Service, Product Engineering, Strategic Procurement, Asian Sourcing, New Product Development, and Field Service. Managed 8-figure operating / capital budgets as well as a $200M procurement spend. Oversaw 3 sites (CA, GA, Mexico) totaling 1M sq. ft. with 1,200 employees. ★ Reduced primary working capital 20% while ensuring component availability for manufacturing (consistent 99+% on-time performance) by realigning supply chain organization and implementing collaborative SIOP process. ★ Facilitated multimillion-dollar annual savings, improved product reliability, and streamlined process flow by creating strategy to transition to manufacturing base to green field site in Mexico. ★ Achieved multimillion-dollar annual warranty cost reduction (24%) by leading interdisciplinary Policy Deployment team. Provided platform for further reduction via new product development. ★ Contributed to key initiatives that included Operational Lead on acquisition due diligence and integration team that purchased 2 outdoor spa businesses. ★ Led full restructuring of the organization, leading to 8-figure overhead expense reduction and an 8-figure positive impact to the EBITDA ★ Facilitated 83% improvement in product throughput by implementing Lean manufacturing tools and techniques (Visual Factory, SMED, Kanban, Pull Systems, Heijunka, Poke Yoke). ★ Increased on-time delivery from 55% to 99% in 1 year by instituting supply chain planning system. ★ Drove multimillion-dollar annual savings through aggressive cost reduction program. ★ Reduced inventories 51% through demand-based planning and MRP revitalization strategies. Show less
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O-I
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United States
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Glass, Ceramics and Concrete Manufacturing
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700 & Above Employee
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Plant Manager - Atlanta
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Dec 2005 - Aug 2008
Recruited and hired to oversee all functions within the largest glass container molding facility in North America (1,000 tons of glass product per day) that generated up to a mid 9-figure total in annual sales. Led team of 420 associates and managed relationships with 3 separate labor unions. Managed various initiatives that included Six Sigma methodology implementation within the facility’s sister manufacturing sites. ★ Guided and motivated team to achieve substantial results, including 7-figure improvement in net earnings, 15% sales gain, and 5% increase in production efficiency. ★ Grew sales from 7-figure to 8-figure total (400%) with local Anheuser-Busch brewery by becoming vendor of choice through exceptional customer service. ★ Achieved million-dollar annual savings by introducing and implementing Lean Six Sigma principles within the operation as the primary management sponsor. ★ Captured and managed 8-figure capital investment for major furnace rebuild and operational capacity expansion. ★ Earned corporate-level acknowledgement for leading the operation that achieved “Top 5 Most Improved Plants” ranking worldwide in 2008. Show less
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Parker Hannifin
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United States
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Industrial Machinery Manufacturing
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700 & Above Employee
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Business Unit Manager
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Jan 2002 - Dec 2005
Led 3 manufacturing plants (Injection & Compression Molding, World-Class Mixing Operation, and PTFE Coating facilities) with 400+ total team members and mid 8-figure annual sales. Planned and managed 8-figure annual operating budget. Managed, coached, and mentored 12 direct reports. Planned and executed strategies for Engineering, Lean Manufacturing, Materials Management, Customer Service, Shipping, Inside Sales, Maintenance, and Production functions. ★ Led team to series of quantifiable achievements, including multimillion-dollar improvement to net earnings, 75% scrap reduction, 25% increase in sales per employee, and 25% on-time delivery gain. ★ Achieved mid 6-figure annual savings for 3 consecutive years by leading implementation of Lean Manufacturing principles as the primary management sponsor. ★ Paved the way for a million-dollar net savings through engaging in successful negotiations with the union, including a wage freeze and complete overhaul of the medical coverage. ★ Implemented quality systems that led BU to achieve lowest PPM in the O-Ring division. Show less
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General Manager - Rubber Products Division
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Jul 1999 - Jan 2002
Oversaw all aspects of 150-employee plant. Improved plant profitability 22% through 62% reduction of material scrap and 49% increase in on-time delivery (65% to 97%). Served as a member of the Executive Committee that oversaw strategic planning and execution, financial management, and direction setting. Oversaw all aspects of 150-employee plant. Improved plant profitability 22% through 62% reduction of material scrap and 49% increase in on-time delivery (65% to 97%). Served as a member of the Executive Committee that oversaw strategic planning and execution, financial management, and direction setting.
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Cummins Inc.
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United States
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Motor Vehicle Manufacturing
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700 & Above Employee
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Operations Leader
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Nov 1991 - Jul 1999
Co-led successful negotiations of 7-day continuous work schedule with the Diesel Worker’s Union, enabling Cummins to generate 8-figure capital investment savings. Led relocation and workflow improvement of capital equipment, saving 50K sq. ft. of floor space. Oversaw installation of semi-automated assembly process. Taught 100+ classes on Lean principles. Co-led successful negotiations of 7-day continuous work schedule with the Diesel Worker’s Union, enabling Cummins to generate 8-figure capital investment savings. Led relocation and workflow improvement of capital equipment, saving 50K sq. ft. of floor space. Oversaw installation of semi-automated assembly process. Taught 100+ classes on Lean principles.
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Education
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1986 - 1990
Ball State University
BS -
2004 - 2005
University of Phoenix
MBA
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