Proven change agent with strong record of achievement in operations and financial management, improved profitability, and customer service. Acknowledged for efforts in driving operational and strategic change that builds organizational effectiveness and propels improvement. Prolific solutions provider - results orientated with the ability to break down the numbers. Broad base of experience in distribution, operations, accounting, and MIS, both in manufacturing and service environments. Consummate leader and team builder. Knowledgeable in lean manufacturing, kaizen, and cells. Experienced in re-sourcing manufacturing operations to Asia and Asian logistics management.
Invisible Technologies, Inc., Fort Wayne, IN ••••• - Present
(A Consumer Electronics Company marketing a broad line of pet containment and training products utilizing radio frequency (rf) technology.)
Director of Distribution and Inventory Management
Responsible for all distribution, logistics, and inventory management functions as company established China based manufacturing.
Implemented MRP system for planning of all inventory.
Designed and implemented demand/supply reporting and inventory control metrics.
Reduced inventory levels by •••••% while improving on time delivery to •••••%+.
Negotiated logistics agreements and initiated process to establish 3PL for all logistics world-wide.
Century Marble / Centura Solid Surface, Westfield, IN ••••• •••••
(A small, privately held business providing cultured marble and solid surfacing materials to the residential building market.)
Management of all operational functions, with complete P&L responsibility.
Generated material cost reductions of 5%+ within first four months.
Increased capacity by •••••% with no increase in manpower.
Reorganized management functions leading to a decrease in quality rejects of •••••% and increased productivity of •••••%.•••••Lau Industries, Inc., Indianapolis, IN / Lebanon, IN ••••• •••••
(A $••••• million subsidiary of Tomkins, Inc, Lau designs, manufactures and markets a broad line of air moving components/products for the OEM, commercial/industrial, and aftermarket segments of the HVAC industry.)•••••Plant Manager Indianapolis/Juarez Prop Operations Indianapolis (••••• •••••)
P & L responsibility for •••••plant condenser propeller operation with annual revenues of $••••• million.
Implemented lean manufacturing and Kaizen projects generating the following operational/financial benefits:
- Reduced inventory at Indianapolis from $••••• million to $••••• million within ••••• months while reducing production lead-time to 3 weeks
- Generated over $•••••K in cost reductions
- Reduced actual year-end overhead rates •••••%
- Increased productivity •••••%
- Improved On-time delivery from •••••% to •••••%
- Reduced OSHA recordable injuries by •••••%
Successfully implemented team environments that generated cultural migration to ownership of common company goals.
- Eliminated hostile union relationship resolving ••••• 3rd step grievances and 7 arbitrations within the first month without further action.
- As a team, weathered a tornado taking corner of building and tearing holes in roof and flooding the plant on Friday afternoon and were •••••% operational by following Monday. This two days after announcing that the plant would be closing.
Restructured departmental management functions to improve responsiveness.
Demonstrated negotiation skills with favorable •••••year contract with Steelworkers union and new shelter agreement for Juarez operation.•••••Plant Manager Commercial/Industrial Fans Lebanon (••••• •••••)
P & L responsibility for the Commercial/Industrial Fan facility with annual revenues of $••••• million.
Turned around commercial/industrial fan operations from shutdown selection to corporate approval to fund a $5 million expansion and renovation.
Implemented lean manufacturing and Kaizen projects that generated the following operational and financial benefits:
- Improved profitability from •••••% to •••••% within 3 years
- Improved on time delivery from •••••% to •••••%
- Decreased inventory by •••••% while reducing production lead-time by average of 2 weeks
- Reduced OSHA recordable injuries by •••••%
- Improved productivity allowing for reduced hourly headcount from ••••• to ••••• while sales remained constant
Implemented quality team that saved second largest customer.
Implemented product redesign teams that reduced product cost by •••••%.
Ran successful campaign against Steelworkers union to keep plant union free.
Reviewed and reported on operations function as member of four acquisition due diligence teams.•••••Manager of Administration, Commercial/Industrial Fans Lebanon (••••• •••••)
Managed the purchasing, production control, accounting, and systems functions for the plant reporting to Vice President, General Manager.
Instrumental in consolidating business into a one-plant operation by closing the Amelia, Ohio facility.
Reorganized and began automating purchasing and production control departments, improving productivity and doubling workload with no increase in headcount.
Member of team responsible for the design, selection, and implementation of an integrated business system for the entire company.
Designed, wrote, and implemented Access database systems for labor reporting; sales / cost of sales / margin recording and reporting; and physical inventory costing and reconciliation.
Declined presidents offer for promotion to CFO, Lau Industries to take over as Plant Manager and gain operational experience.
SnyderGeneral Corporation, Minneapolis, MN ••••• •••••
(A $••••• million manufacturer of applied air-conditioning and air quality products, systems, and services for the non-residential construction markets.)•••••Manager, Service and Marketing Support Systems (••••• •••••)
Accepted special assignment to create department for customer support of service and product marketing computer systems.
Staffed department and computerized customer bulletin board system to access technical support Q & A, submit new orders, and tie into divisions databases.•••••Manager, Parts Operations (••••• •••••)
Managed all parts and warranty functions with P & L responsibility for the $••••• million service parts business.
Achieved •••••% annual growth through customer support and modification of marketing and pricing policies.
Improved operating income by •••••% through expense reduction and price increase.
Improved inventory turns •••••% and achieved first pass fill rates of over •••••% by centralizing and automating order processing, inventory control, and purchasing functions.•••••Manager, Administration (••••• •••••)
Managed the accounting, purchasing, systems, and human resource functions for the McQuay Service Division.
Designed, wrote, and implemented integrated business system for the division
Integral part of key management team that grew business from $••••• million to $••••• million in 3 years
Member of acquisitions team responsible for locating and analyzing potential business acquisitions. •••••EDUCATION•••••Bachelor of Business Administration - University of Wisconsin, Milwaukee
Major Accounting, Special Emphasis - Advanced Cost Accounting•••••Graduate of Dale Carnegie Leadership Course, July •••••
Numerous continuing education courses