1. STEPHEN B. MAHONEY
Lancaster, PA 17601
https://www.linkedin.com/in/stevebmahoney
stevemahoney88@gmail.com 717.874.7262
DIRECTOR OF OPERATIONS
Exceptional Supply Chain & Manufacturing Performance
Supply Chain-Manufacturing Leader / Operations / Lean / Six Sigma / Safety / S&OP
Recognized for ability in raising organizations to higher level of performance. Skilled in assessing current
dynamics and creating new visions. Adept in leadership coaching, developing existing talent, and
transforming cultures. Strength for tenacious cost cutting via maximizing supplier relationships, reducing
labor costs, and improving operational efficiencies. Expert in inclusive engagement programs, implementing
continuous improvement, and optimizing materials planning. Multi-talented at building exceptional safety
cultures, reducing transportation & supplier costs, and driving quality programs. Excel at growing bottom-line
profits and cash flow.
Expertise includes:
− Six Sigma Black Belt − Lean Manufacturing
− GMP, ISO & FDA Compliance − Culture Change
− Sourcing − Materials Management
− 3
rd
Party Management − CPIM (Apics)
− P&L Management
WORK EXPERIENCE
DENTSPLY PROSTHETICS, York, PA 2013 – 2016
Director, Operations
Directed manufacturing, planning, sourcing, engineering, environmental, occupational health and safety
(EHS), and distribution. Oversaw planning for 24K (sku's) products. Managed 350 associates in 2 plants and
3 warehouses. Served as plant manager of York (PA) site.

2. • Refocused management by implementing new scorecards, daily huddles, and weekly project reviews,
enabling annual operational and sourcing savings of $1.3M, $1.8M, and $1.03M.
• Implemented capital, ergonomic, and near-miss projects that reduced OSHA recordable injuries from 35
to 14 over a 3-year period, resulting in improved morale and reduced workers compensation.
• Drove culture change by implementing Heartbeat leaders’ engagement program, empowering frontline
leaders with accelerated decision-making and improved team dynamics.
• Heightened motivation through restructuring merit processes that linked hourly employee performance
and pay increases, resulting in increased employee morale and productivity.
• Restructured employees’ roles within Las Piedras plant, resulting in savings of $330K.
• Instituted improvement culture by establishing division’s 1st green belt class, implemented Value Stream
Mapping, eliminated NVA time, and reduced process variability, resulting in productivity projects valued
at $880K in initial year of new activities.

3. STEPHEN B. MAHONEY stevemahoney88@gmail.com PAGE TWO
OWENS CORNING 1998 – 2013
Plant Manager / Business Leader, Duncan, SC 2009 – 2013
Led manufacturing, purchasing, finance, HR, engineering, sales, planning, and distribution. Supervised 50
employees. Oversaw $14M P&L budget.
• Initiated strategic review weighing make / buy / sell options, resulting in creation of new vision for
business and restructuring workforce into a high-performance organization, reducing headcount,
speeding decision making, and increasing ownership by all employees.
• Restructured supplier base, resulting in negotiation of a 5-year agreement, saving $8.5M and $2.8M
inventory on direct materials, and outsourcing of MRO purchasing saving $130K annually.
• Reduced inventory 75% ($1.4M) by implementing lean and vendor-managed systems.
• Created pay-for-performance system that differentiated pay to market rates, rewarding employees who
learned new skills and resulting in more productive and cross-trained workforce.
• Achieved 850 days without an OSHA recordable injury by implementing ergonomic, hand, eye, and LTT
programs, engaging each employee in ownership of assigned responsibilities.
• Improved labor productivity 20 – 40% through Kaizens (Change for Better) that segregated part flows,
connected processes, reduced changeovers, and implemented standard work.
Operations Leader, Charlotte, NC 2004 – 2008
Led production, quality, customer service, and scheduling of 10 salary and 59 hourly EE’s in metals melting
and fabrication plant. Served as management representative for ISO 14001 and OHSAS 18001 certification.
• Led plant achieving the following results:
o Safety: 1 OSHA recordable in 4 years. Behavioral observation increased from 8 to 22 per EE year.
o Labor productivity improved by 18.7%.
o Manufacturing defects reduced by 46%.
o On-time delivery improved from 96% to 99.1%, resulting in 69% fewer missed shipments.
Manufacturing Engineer, Charlotte, NC 2002 – 2004
Led 5 different production areas of plant. Oversaw 37 hourly employees.
• Facilitated Kaizens driving labor productivity, inventory reduction, and improved safety.
• Ensured final quality on all associated customer issues.

4. SUPPLY CHAIN BLACK BELT, Toledo, OH 1999 – 2002
Achieved Six Sigma Black Belt while leading supply chain projects to improve in all Logistics functions.
• Utilized Six Sigma methodology for evaluating root causes of CSB slow moving and obsolete inventory
and developed processes capable of preventing increased SMOI.
• Employed Lean project in Concord plant, saving $1.4M in alloy lease cost.
• Implemented inventory quality, realizing $6M in WHSE and cost of capital savings.
• Modeled plants transportation costs, improving optimization rates.
EDUCATION
− Bachelor of Science (BS), Business Logistics, The Pennsylvania State University, State College,
PA