MANUFACTURING MANAGEMENT

Manager Of Milling Operations—Oversaw production for a three-shift, multi-purpose mill with 90 employees. Coordinated all aspects of production from raw ingredient usage through final production of manufactured goods. Responsible for inventory control, commodity purchasing, manufacturing, warehousing, and distribution. Developed and implemented a safety program that reduced injuries 32%. By reducing equipment downtime 15%, and significantly improving training of personnel, increased productivity of this already highly-rated mill, 13%.

Quality Assurance Manager—Responsible for all quality assurance issues dealing with the manufacturing of rubber, polyurethane, and composite paper rolls. Generate factory orders, schedule production, investigate all non-conformances, and perform final inspection of rolls before shipment.

Supervise a seven-person rubber compounding and milling department. In this union shop, work effectively with the union on scheduling and other issues. Maintain full control of all factory orders for this ISO 9002 rated plant.

Printing Manager—Directed the operations of four departments for this state-of-the-art manufacturer of printed packaging. Hired, trained, and supervised a 45-person production team. Worked closely with other departments to schedule ongoing production and special projects. Managed inventory and purchased supplies. Evaluated, selected, and negotiated with vendors.

Reviewed and planned all printing projects. Monitored production for quality and accuracy. Through improved training and incentives, increased productivity 15% and reduced turnover 30%. Played a key role in the facility achieving ISO 9002 certification.

Customer Service Manager—For this 15 year old commercial printer with 25 employees, established an integrated customer service department to coordinate between customers, sales personnel, and the production departments. Supervised and trained four customer service reps (CSRs) and set up all necessary customer service processes.

The new systems eliminated significant portions of work previously handled by sales reps and gave them approximately 25% more time to call on accounts. The processes increased productivity of production personnel by over 20%. The processes also significantly increased customer satisfaction.

Played a key role in the implementation of an order entry computer system. Brought it out one month ahead of schedule and used it to reduce order entry time by 25% and to substantially increase accuracy. Trained CSRs in the usage of the system.

Developed and installed a formal order quotation system which provided the sales staff with a quick and effective means of presenting job estimates. System also reduced mistakes on customer orders by 60%.

Manufacturing Manager—Manage all operations of the Flat Panel Division a $7 M per year business. Responsibilities include production, manufacturing, engineering, and materials. Ramped from $2.5 M to $7.5 M in sales with only 34% growth in personnel. Reduced total costs of units produced by 31%. Cut cycle time from 22 to 8 days. Led the company in the implementation of JIT and Total Quality.

Plant Manager—Managed all phases of plant operations including production, warehouse, shipping, receiving, maintenance, engineering, and business office. Monitored productivity and reviewed costs and budgets. Streamlined policies to reduce redundant procedures and maximize cooperation between all departments. Designed and implemented a total reorganization of the maintenance department which increased efficiency. Instituted a preventative maintenance program that reduced repair costs by 24% and production downtime by 17%. Designed a new safety program that reduced lost time due to injury by over 9%. Developed and implemented a packaging material program that cut costs by 30%.

Manager, Frozen Foods—For this food processor of oriental foods, stepped in as manager of the frozen food operation to return it to the quality and sales level it had enjoyed in the past. Instituted a preventive maintenance program which has decreased downtime 30%. By effectively training machine operators and line workers, the plant has set a safety record, having gone 800 days without an accident causing a lost day of work. Training has also significantly improved product quality. Have worked closely with sales staff and customers and won back many established customers and added several key accounts. With no additional staff, have taken production from 24,000 pounds per day to 40,000.

Plant Manager—Fully responsible for production, quality, safety, and sanitation. Trained employees to operate industrial food processors for the production of frozen food, meat, dough, spices, and vegetables for Mexican food products. Maintained the inventory and purchased all goods needed for production. Responsible for QA and R&D. Significantly improved the quality of products by purchasing higher quality raw products and instituted procedures that exceeded USDA requirements. Totally redesigned the production line and increased productivity over 40%. Took an annual turnover of 45% and within three years reduced it to less than 6%. Built strong relationships with production workers and gave them more training and more control over their areas.