The information presented encompasses fifteen plus years of progressive manufacturing plant and operations management focusing on profit and loss accountability, supply chain management, materials management, engineering, human resources and quality assurance. This experience was gained in machining, cold-forming, and assembly operations in union and non-union plants from 150 to 300 employees including management accountability for operations in the Netherlands, China and Mexico.
EDUCATION
MBA, University of Wisconsin, Whitewater (3.5/4.0 GPA)
BS in Industrial Management, Youngstown State University (3.7/4.0 GPA)
Training / Processes – Lean Manufacturing, Six Sigma, Kaizen, Theory of Constraints, JIT, Kanban Supply Chain Management, Strategic Planning, SOP, QS9000, TS16949, ISO14001, Dale Carnegie, PDP Certified. Cold heading/forming, CNC machining, milling, roll threading, heat treatment, welding, plating, assembly, warehousing, logistics and distribution.
EXPERIENCE
FARRAR CORPORATION, Manhattan, Kansas 2011-2013
A privately held supplier of ductile iron, fully machined castings serving oil and gas, automotive, heavy truck, agriculture, medical and hydraulic pump markets.
Operations Manager, Machine Shop
Responsibilities: Operations, including; CNC lathes and mills, heat treatment, tooling, programming, fixtures, quoting, maintenance, production control, inventory management and quality assurance.
Accomplishments:
• $0.8MM savings – 16% Cost of Goods Sold reduction
• $0.2MM savings - 29% Tool cost percent of sales reduction.
• $0.2MM savings - 99.8% Inventory accuracy as the result of a cycle counting program and labor reporting accuracy.
• $0.1MM savings – 22% Productivity improvement
• 98% First Pass Yield
• 60% Reduction in set up time
• Implementation of a team structure.
THE OILGEAR COMPANY, Fremont, Nebraska
A privately held, vertically integrated manufacturer of hydraulic pumps in global markets.
Plant Manager 2008 - 2011
Responsibilities: Direct P&L responsibility for the facility with additional management responsibilities including machining, assembly, materials, supply chain, quality assurance, manufacturing engineering, human resources, and Lean initiatives.
Accomplishments:
• 22.7% Gross Profit Improvement –profitable during 2009-2010
• 200% Free Cash Flow Improvement (cash positive during 2009-2010)
• 277% Inventory Turn Improvement - 1.75 turns to 6.6 turns
• 16.3% Productivity Improvement
• 25.8% Cost of Quality Improvement
ROCKFORD PRODUCTS, LLC, Rockford, IL 1993-2007
An ESOP producer of cold formed, CNC machined components for the automotive and other industries.
Director of Corporate Operations and Materials 2006-2007
Responsibilities: Managed the manufacturing and strategic supply chain operations in a 750,000 sq. ft. plant with 300 associates running 24/7 with sales of $75MM including manufacturing in China and Mexico. Departmental accountability included production and inventory control, purchasing, warehousing, logistics, inside sales and manufacturing operations.
Accomplishments:
• $3.2MM – 10.4% savings – Annual cost savings on steel purchases
• $2.0MM – 60% savings – Finished goods inventory reduction
• $2.0MM – 30% savings – WIP inventory reduction
• $1.0MM – 50% savings – Raw material inventory savings
Director of Operations 2004-2006
Responsibilities: Operations responsibilities for manufacturing, production and inventory control, warehousing, logistics, inside sales, manufacturing engineering, product engineering, quality assurance, Lean Initiatives and Six Sigma reporting to the Executive Vice President/Division President.
Accomplishments:
• $1.1MM savings – Lean Initiative, cellular/Kanban manufacturing
• $0.4MM savings – Lean Initiative, setup reduction/scheduling effectiveness
• $0.4MM sa...
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