Director of Operations / Plant Manager (Manufacturing) Resumes in ------: Mark

Director of Operations / Plant Manager (Manufacturing) Resume

Contact Candidate

Name:

Mark

Location:

------

Experience:

10+ yrs

Most Recent Job Title:

Director of Operations / Plant Manager (Manufacturing)

Objective:

Challenging career in senior plant operations management, adding value utilizing hands-on manufacturing leadership. Organizational Leadership Certified Coach looking for exciting opportunity to maximize employees’ personal potential and professional talent. Effective, team builder, goal oriented, lean implementer, change agent, productivity-minded, metrics-driven, with a can-do attitude that drives positive results at all levels, maximizing bottom line impact. MBA, veteran in Lean Manufacturing with over 17 year’s leadership experience.

Resume Text:

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SUMMARY

Increasingly responsible management positions in world class ISO / QS-9000 & UL manufacturing environments. Am energetic, hard charger, and an innovator. Knowledgeable in Lean Manufacturing & Six Sigma. Computer proficient in variety of business, production and maintenance applications. Have traveled extensively, world-wide. Successful leadership shows extensive experience in diversified responsibilities including production, maintenance, facilities, tool & die, engineering, environmental / wastewater, programming, metal stamping / punching, forming, bus fabrication, manual & robotic welding, shearing, laser cutting, blasting,, priming, paint booths, ecoat & powdercoat paint lines, assembly, testing, packaging, shipping & receiving, purchasing,

EXPERIENCE

Director of Operations – PEP Electrical Controls, New Orleans, LA

July 2007 - Present

Lead operations of two manufacturing sites: fabrication, assembly, testing, upgrading, repair of electrical switchgear, switchboards, power panels; another constructing metal building for offshore housing of motor control centers. Reports: 2 Plant Operations Managers, Service Manager. 140 direct/indirect reports. Continuous Improvement leadership, driving significant improvements.

100% safety record for entire company, no lost time workdays, currently at 21 months.

98% on time delivery reliability, up from 74%; 7 of last 10 months at 100%.

92% productivity rating, up from 78%.

81% reduction in warranty related costs.

74% throughput increase while maintaining staff levels.

29% reduction in manufacturing lead times, from 24 weeks to 17.

24% increase in margins, from 10% to 34%.

13% reduction in overtime.

11% reduction of WIP – work in process, from 110 sections to 88

10% increase in manufacturing floorspace by improving value stream.

1.8% hourly absenteeism rate, down from 4.4% two years ago and 2.8% one year ago.

Generated KPI’s/Metrics to track business objectives for continuous improvement.

Put cross-training program in place to enhance operational capabilities & career pathing.

Developed outsourcing efforts to address growth, cost and contingency planning.

Improved aesthetics, safety and productivity through application of Lean techniques.

Manufacturing Manager – Siemens Energy & Automation, Grand Prairie, TX June 2006 – July 2007

Over LV Switchgear and Fabrication Departments in turnaround facility producing build-to-order products. 240 indirect /7 direct reports. Deputy Plant Manager. Total two facilities, 250,000 sq. ft., 530 union hourly employees, 120 staff support. Facility slated for closure, new facility in Mexico.

100% on-time delivery reliability in 9 months, up from 0% the prior 15 months.

99% Kanban on time delivery from Fabrication department, up from 28%.

55% WIP – work in process reduction, from 221 sections to 98.

43% reduction in quoted customer lead times, from 35 weeks to 20 weeks.

32% decrease in NCR’s – non conformance reports.

29% volume increase, output up from 6.9 to 8.9 sections per day.

23% productivity improvement by changing assembly line into manufacturing cells.

10% headcount reduction in Assembly, from 120 to 108.

8% overtime reduction, from 26% to 18%.

$25,000/mo warranty savings by providing factory labor vs. field techs for repairs.

5S program effectively instituted, dramatically improving shop floor aesthetics.

LEAN training program provided for all hourly employees.

Plant Manager - Firedoor Division of Ark II Manufacturing, Miami, FL CONTRACT

May 2004 – May 2006

Managed turnaround of 3 plants and distribution center in hollow metal door manufacturing during restructuring. Custom doors, frames manufactured. 135,000 sq. ft. total, 80 employees. End of contract; Company sold after becoming viable.

306% throughput increase, from 68 to 208 units per day.

50% reduction in overtime, from 16 to 8 hours/wk average.

Cross-training program implemented for rotating personnel through jobs for ergonomics.

Introduced lean manufacturing elements: 5S, one piece flow, SMED/quick changeover.

Took company from losing 175K/mo to earning 60K/mo.in 6 months.

Manufacturing Manager - Square D Company, Seneca, SC

June 2000 – May 2004

Managed 6 depts. in 24/7 operation of two facilities for fabrication and assembly of switchgear, motor control centers, drive centers, switchboards and parts for internal and external customers. 400,000 sq. ft., 255 direct/indirect reports, $250MM facility output. Budget responsibility. No. 2 spot reporting to Plant Manager. Reports included Supervisors & Lead personnel from multi-departments. Did capacity, staff and capital equipment planning. Lean manufacturing utilized: cellular manufacturing, JIT, pull-system, one-piece flow, FIFO, kanban, kaizen, 5S, SMED, Best Practices. Company downsized, moved existing & new products to Mexico, China. Closing/ consolidating facilities.

98% on-time delivery rate in build to order products, up from 84%.

87% machine & equipment uptime rate, up from 65%.

59% reduction in defects per million parts, from 5900 to 2400 (under 0.25%).

40% cycle time reduction, from 7 days to 4.2.

27% increase in productivity, from 33 to 42 parts per man-hour.

Participation in Product Development Committee, addressing manufacturing capabilities.

Started effective training program for 150 fabrication employees.

Member of Power Management Organization.

Improved Employee Suggestion Program

Team Leader - ITT Automotive (now Continental-Teves), Morganton, NC June 1992 – June 2000

Team Leader at Tier 1 automotive supplier of anti-lock brake systems. New startup facility, clean room environment. JIT manufacturing, kaizen-continuous improvement team, kanban inventory with pull-system & demand flow technology used, computerized production control on highly automated equipment, very lean. QS 9000, SPC, FMEA, PPAP, Poke Yoke, Six Sigma concepts applied. Started as Maintenance Technician, promoted to Lead Technician, then to Quality Test Engineer in Engineering Specifications Testing Laboratory. Reports on Final Assembly Line: Production, Maintenance, Quality Technician, Material Handler. Responsibilities: Advanced Maintenance Technician - electromechanical troubleshooting & repair of robotics, conveyors, equipment to 480V, automated workstations, pneumatics, hydraulics, barcodes, Ply’s, installations, line moves. Team Leader - production scheduling, maintenance downtime scheduling, throughput, operator training, and quality. Quality Test Engineer - setup and reporting on functional, endurance, thermal shock, salt fog and vibration testing. Company sold, laid off, severance package.

Frequently set records in production throughput and quality, raising standards.

Reorganized assembly work stations for ergonomics and reduced manning requirements.

Motivated team to achieve highest safety records.

Contributed to improvements in anti-lock braking performance from testing research & development.

Participated in development of new products.

Firecontrolman - United States Navy, Norfolk, VA October 1984 – March 1992

Coded technician on Vulcan Phalanx Close-In-Weapon-System, NEC 1120 & 1121. Advanced electronics plus electrical, hydraulic, pneumatic and mechanical troubleshooting/repair. Served aboard USS Iwo Jima and USS Dwight D. Eisenhower, carriers. Honorable discharge.

EDUCATION

Organizational Leadership Coaching Certification VisionOne Coaching & Consulting 2009

MS Business Admin. Manufacturing Operations focus, 3.3 GPA, Columbus University 1999

BA Liberal Arts, 3.3 GPA, Navy Campus Program, Norfolk, VA 1992

BS/AS Electronics Technology, 3.5 GPA, Navy Campus Program, Norfolk, VA 1990

Diploma Microcomputer Systems Technology, 3.9 GPA, Caldwell Community College

& Technical Institute, Hudson, NC. Certification in Microsoft Office included in program 1996

Naval Guided Missiles C School Advanced electronics, 8 mos., Dam Neck, VA 1990

Navy Electrical & Electronics A School 6 mos., Great Lakes, IL 1987

SkillSoft Continuing Education

Email Communications Optimization, 6/09

Providing Customer Service, 4/09

Critical Thinking, 3/09

Customizing PowerPoint, 3/09

Working With Problem People, 2/09

Internet Fundamentals, 2/09

Modeling Leadership, 1/09

Manufacturing Industry Overview, 1/09

Features of Excel, 12/08

Lean Techniques, 12/08

Six Sigma Review, 9/08

Six Sigma Refresher, 7/08

Understanding Target Customer's Business, 7/08

LEAN Certifications (5) by SCMEP in:

5S

Kaizen/Continuous Improvement

Value Stream Mapping

Quick Changeover

Kanban

OSHA training elements:

Rigging training, 2008

Electrical safety training, 2003

General Contractor safety training, 1999

Industrial safety training, 1999

Certification Advanced MS Office Word, Excel, Outlook, PowerPoint

HAZOP Process Hazard Analysis / Hazard and Operability Analysis

JSA Job Safety Analysis

BBS Behavioral Based Safety

STOP DuPont Safety Training Observation Program

Licensed Forklift certification, overhead crane certification

OTHER

Legionnaire American Legion Post 64, Gretna, LA.

Personal Status Married, one child at home.

Hobbies/Interests Walking, mountain biking, museums, nature and wildlife; global green initiatives.

CONCLUSION

“A” - Player being one that fully understands how to optimize ROI, Cash Flow and Net Profit; instrumental in driving the manufacturing contribution by increasing Throughput, reducing Inventory and lowering Operational Expenses.

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