Operations/Manufacturing Management Resume
|Desired Industry: Management
|Desired Job Location: Medford, New Jersey
||Date Posted: 11/8/2010
|Type of Position: Full-Time Permanent
||Availability Date: Immediate
|Desired Wage: 100K+
||U.S. Work Authorization: Yes
|Job Level: Management (Manager, Director)
||Willing to Travel: Yes, Less Than 25%
|Highest Degree Attained: Other
||Willing to Relocate: No
A success driven leader who structures a company’s value stream, enables a disciplined workforce, increases revenue and margin in diverse industries, effectively controls operating cost in his charge and contributes to a meaningful, well organized plan for a company’s future.
Extensive experience, financial awareness and astute analytical skill have relentlessly driven companywide continuous improvement to surpass expectation. Such inherent qualities optimize human and capital resources to reduce operating expense, consistently improve customer defined requirements and meet delivery expectations.
------------------------- Professional Experience -------------------------
Director of Manufacturing, December 2006 to October 2010
RPI Industries, Inc., Medford, New Jersey
Architectural Millwork, Stainless Steel Fabrication, Refrigerated Casework
Engaged, accepted and performed assigned tasks for all facets of the value stream from order inception through shipment and installation of company product. The disciplines include, Project Management, CAD, a Production Control team who performed material takeoff, purchasing, plant scheduling for fabrication, quality inspection and shipment. Additionally, the management and training of 90 plant personnel, scheduling of multiple field installation teams, as well as OSHA compliance, building and equipment maintenance. Achievements of this tenure as follows:
-New plant layout and coordinated operating disciplines for a 32% increase in throughput.
-Project control standards to increase customer satisfaction with accelerated deliveries.
-Establish an inventory system, adding JIT disciplines to increase turns from 6 to 18.
-Maintain the perpetual inventory at 99% accuracy during tenure.
-Reduce purchase cost by 23% through negotiations and long term agreements.
-Create manufacturing scheduling model for 98% on time delivery performance.
-Installation of ERP and labor tracking systems, resulting in a 38% increase in efficiency.
-Double operating profit in first 10 months of service.
Director of Operations, July 1992 to November 2006
Holly Holdings, Inc. Bala Cynwyd, Pennsylvania
New Jersey – Architectural Millwork & Store Fixture
New Mexico – Custom Design for Computer Circuitry
Colorado – Public Venture Startup Project
Teamed with a group of investors in the acquisition of a failing millwork company in New Jersey to reorganize its base, restructure its disciplines and set it on a path to success. Within 18 months the company had become profitable and initiated an Initial Public and Secondary Public Offering for its stock. A second failing company assembling computer circuitry in New Mexico was acquired, reorganized and set on a similar path to success driving the company’s net worth and stock value. A third organization in Colorado was acquired as a development project to build the largest hotel and casino in the town of Blackhawk. Accomplishments of this tenure are as follows:
-Turnaround of three business failures through the disciplines and experience outlined.
-Initiate and complete IPO and Secondary Offering.
-Create business plan for the hotel and casino project.
-Establish international financing for this $150 million business model.
-Increase revenue 500%, operating profit 41% and net pretax 16% during tenure.
Director of Operations, January 1982 to January 1992
USE Diamond, Inc. York, Pennsylvania
Steel Fabrication, Castings & Injection Molding
In 1982 accepted a challenge by ownership to join a multi-disciplined $2 million dollar, negative profit manufacturer looking for direction in bringing a 50 year old fabrication shop into the 20th century. The 25,000 sq. ft. facility was small and machinery antiquated, systems and computers non-existent, with most operations performed by hand. In 1992 this $25 million dollar a year, 13% pretax organization, was sold to a major conglomerate at a significant profit. The initial assigned duties were to establish operational and manufacturing systems, setup a business model for planned growth and prepare a budget for capital expenditure with return on investment in a firm timeline. The results of this tenure were as follows:
-Introduce and install MRP II concepts and disciplines.
-Revamp and/or replace machinery and equipment with modern technology.
-Create a distribution network with 39 locations in North America.
-Achieve and maintain 98% on time delivery for this make to stock organization.
-Inventory turns 2 to 24, maintaining 99% accuracy.
-Increase revenue 1200%, operating profit 34% and net pretax 13% during tenure.
-Successfully negotiated the acquisition of three competitors.
-Consolidate multiple facilities (5) into single 120,000 sq. ft. manufacturing headquarters.
Extended detail is available on request.
Areas of expertise include:
• All Facets and Disciplines of Operations, Manufacturing, Production & Inventory Control.
• P & L, Budget and Cash Flow Management.
• Culture Change & Team Building.
• Just in Time, Lean, Kaizen and Six Sigma Quality Disciplines.
• Safety and Security.
• OSHA Compliance.
• Plant Maintenance.
• Problem Solving and Decision Making.
• Vendor and Union Negotiations.
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