| | | 20,000+ Fresh Resumes Monthly | |
|
|
| |
Click here or scroll down to respond to this candidateCandidate's Name
Street Address
PHONE NUMBER AVAILABLE / EMAIL AVAILABLE
Experience includes an innovative and results oriented leadership focused on achieving exceptional results in environments that demand continuous improvement and build teams that improve the bottom line.
SUMMARY OF KEY STRENGTHS
Budget Development
Cost Containment
Strategic Planning
Engineering Management
Long Term Planning
Profitability Modeling
New Product Introduction
Operational Organization
ISO 9000
Lean Manufacturing
Project Management
P&L Ownership
Creating Strategic Business Plans
Effectively Managing Working Capital
Building Strong Client Relationships
Improving EBITDA
Increasing Margins
Empowering Direct Reports
Growing Sales
Building Strong Leaders / Teams
Taking Corrective Action
Reducing Costs
Communicating Metrics / Goals At All Levels
Reducing Turnover
Optimizing Manufacturing Processes
Turning Around Non Profitable Operations
Developing Cost Effective Manufacturing Processes
Implementing Lean Manufacturing
Implementing Preventative / Predictive Maintenance Programs
Design For Manufacturability
Improving Manufacturing Methods
Troubleshooting Processes
Developing Performance Metrics
Developing Production Plans
Leading Continuous Improvement
Managing Machining Operations / Assembly Operations
High Volume Production Machining
CNC 3-axis / 4-axis / 5-axis CNC Machining
CBN grinding
Cellular Work Centers
CNC, conventional, & centerless grinding
Swiss turning centers
Lapping/Polishing
Transfer line machining
CNC Punch
CNC Spline and worm gear rolling
Leading Multiple Site Manufacturing Operations
Cycle Times
Tier 1 Manufacturing
Developing Machine Tool Layouts
Electric Discharge Machining
Equipment Upgrades
Manual / Hydraulic / Pneumatic Fixturing
Machine Tool Setup Methodology
8D
PAPP
Budgeting / Forecasting
Continuous Improvement Goals
Controlling Labor Costs
Ensuring Quality Standards
MRP Systems
ISO14001 / ISO9000
Managing Multiple Projects
Material Management
Mentoring Subordinates
Process Capability Index (CpK)
Process Failure Mode Effects Analysis (PFMEA)
Process Manufacturing Improvements
Product Development
Project Planning
Root Cause Analysis
Scheduling
Standard Work
Statistical Process Control (SPC)
Supervising Multi-discipline Teams
Team Leadership
Value Stream Mapping
Creates design (CAD drawings) for fixtures
Estimating Production Times
Reading Blueprints
GD&T
Minimizing Scrap / Rework
Process Control
Quality Documentation
Sheet Metal
Unigraphics
Aerospace Castings
Die Casting
Green Sand Casting
Injection molding
Chemical manufacturing processes
Heavy industrial and mining equipment repair/rebuild
Sheet metal fabrication and assembly
Cut-to-length lines
Roll forming
Foam press
Manual, Machine, and Robotic Welding, Brazing
Hydraulic cylinder and Engine assembly
Investment Casting Manufacturing
Heat Treating
　
PROFESSIONAL EXPERIENCE AND ACHIEVEMENTS
General Manager 2012 July 2015
Marigold Works, LLC a Drummond Company Jasper, AL
Marigold Works specializes in manufacturing new components for mining and heavy industrial equipment and repairing/rebuilding mining and heavy industrial equipment. There are four (4) shops: Fabrication, Machine, Repair, and CNC. Marigold also has a fleet of service trucks for onsite equipment rebuild/repair.
Responsible for managing the P&L.
Direct plant operations including production, continuous improvement, product/manufacturing engineering, maintenance, quality, warranty, purchasing, materials, inside and outside sales, and distribution/warehouse.
Improved costs by 50% in CNC processes of specific products by introducing Lean Manufacturing.
Created an outside sales team that brought the company outside the coal mining industry.
Business in a major downturn and consolidation took place. Plant has been reduced to a skeleton crew. President is overseeing. I left with severance package.
Plant Manager 2006 - 2012
Hyco Alabama a division of Weber Hydraulik Arab, AL
Hyco manufactures hydraulic rod and telescopic cylinders for OEM s and aftermarket for the refuse, construction, and agriculture markets. The plant is ISO 9001 registered.
Specialized equipment such as: CNC tube cutoff, skive/roller burnish, inertia welding, and chrome plating is utilized.
Components are machined using CNC lathes and mills and other processes are hand, machine, and robotic welding, then cylinders are assembled, tested, and painted.
Led a team of 150.
Company needed to greatly reduce the cost to produce high volume hydraulic cylinders because gross margin on some of the high volume hydraulic cylinders went from less than 10% into the negative.
Implemented a cost savings program that involved product and manufacturing engineers, purchasing, manufacturing, and accounting personnel.
Results: The cost reduction program generated a total forecast and accounting verified savings of over $950K.
Directed plant operations including production, continuous improvement, product engineering, manufacturing engineering, maintenance, quality, warranty, purchasing, materials, inside sales, and distribution/warehouse.
Slow response to changing customer requirements caused low profitability due to inefficiency, excess scrap and rework, high employee accident rate, and loss of market share. Turned plant around to ensure profitability.
Modified the organization structure to be leaner and more effective,
Reviewed and monitored customer orders to compare to the production schedule.
Reviewed the Work in Process and Purchased Parts inventory levels, scrap and rework.
Reinforce the goals and expectations.
Replaced managers that were unable to achieve expectation.
Results: Leaner organization produced more response to customer needs and expectations that enabled the EBITDA goal of $3.5M to be met.
Justified capital equipment and building maintenance.
Initiated Lean Manufacturing methodologies and ISO 9001 certification.
Plant just celebrated 4 years without a lost time accident.
Company lost contracts to global sourcing and restructuring eliminated my position which went to Germany.
Plant Manager (Temporary Assignment) 2006
Superior Manufacturing Moselle, MS
The main processes at Superior s Mississippi plant are injection molding, PVC foam matting, laminating top surfaces to the PVC foam, and warehouse/distribution. The plant is both ISO 9001 and ISO 14000 registered.
Oversaw plant operations including production, distribution/warehouse, engineering, quality, materials, maintenance, and human resources.
Supported Lean Manufacturing.
Maintained ISO 9001 and ISO 14000 certifications.
Led a team of 90 reporting to the President.
Communicated to appropriate management levels the operational data.
Completed temporary assignment.
Plant Manager 2004 2006
York a Johnson Controls Company Hattiesburg, MS
York s Hattiesburg plant builds very special indoor and outdoor air handlers. Each unit is built to the customer s specification.
Late deliveries led to customer satisfaction issues, lost sales and poor employee safety rating costing revenue loss for over a decade. This plant had never hit their goals.
Developed a realistic vision of monthly shipping goals, formulated an operational plan to meet the goals, led the manufacturing team and executed the plan.
I work very closely with the various Product Directors in forecasting monthly and annual sales dollars.
Developed plant operation oversight including production, distribution/warehouse, product and manufacturing engineering, quality, materials, maintenance, and human resources.
Reduced scrap and rework, improve efficiency and productivity.
Managed new product development and introduction.
Identified that sales was overcommitting timelines to clients. Put weekly meetings in place to eliminate this.
Moved machinery to improve flow and reduce material handling.
Eliminated bottlenecks adjusted manpower.
Support Lean Manufacturing to ensure customer orders and production schedule met. Results:
Plant efficiency and productivity improved with no lost time accidents,
On-time delivery exceeded 98%
Turned plant around and met/exceeded profitability goals.
EBIT goal was exceeded each year by 2% to 5%.
All sheet metal fabrication, welding, piping, and assembly operations are performed at the Hattiesburg plant. In 2004 a new Cut-to-length line and roll former were added. In 2005 we installed new equipment to produce foam wall panels. In 2005 we added two new HVAC product lines and orders for shipments began in February 2006.
The Hattiesburg plant is ISO 9001 registered.
Led a team of 175 200.
Plant moved operations to Mexico.
Plant Manager 1995 2004
The Toro Company Oxford, MS
Toro's Oxford Mississippi plant built small engines for lawn mowers and snow throwers but closed due to EPA regulations. All major engine components were machined at the plant. The engines were assembled and tested at the plant and all EPA certification is performed.
Took a plant that had high scrap, low productivity, and a high recordable and lost time accident rate causing the plant to have high operational cost and missed delivery schedules.
Organized an operational plan to reduce scrap and rework, improve productivity, and reduce the accident rate.
Directed team effort using Lean Manufacturing techniques such as Kaizen, Visual/5 S system, SMED, VSM, Cellular manufacturing, and Point of use storage. Results:
The plant efficiency improved 57%
Productivity improved 30%
No lost time accidents for 3 years consecutively
Improved engine quality, reduced engine warranty claims.
Shipped engines on time to assembly plants, never caused an assembly plant to shut down.
The Oxford plant exceed expectations for efficiency, direct spending, and fixed spending for the last three years the plant was open.
Regulated plant operation including production, service parts, manufacturing engineering, maintenance, quality, materials, warehouse, human resources, and accounting.
Led a team of 140
Communicated goals and expectations of management to ensure organizational goals met.
Toro closed the facility and moved operations to China.
Sales Manager 1993 1995
Apel Machine and Supply Co. Cullman, AL
Sales of industrial supplies, metal fabrication and machined components to industries, local government agencies, contractors, and the general public.
Created Shop schedule.
Managed inventory levels.
Monitored Customer deliveries.
Received new orders.
Reviewed shop load and schedules and monitored supplier and placed orders as required.
Recruited to Toro.
Engineering Manager 1973 to 1993
Supervisor of CNC Programming
Tooling Engineer
CNC Programmer
Worked while attending college
General Dynamics (Speedring) Cullman, AL
General Dynamics (Speedring) can best be described as a large job shop of precision machined components for the aerospace and defense industry.
There is a separate section of the plant that machines components for the Department of Energy (DOE) and the Department of Defense (DOD).
Various materials are machined such as beryllium, titanium, inconel, carbon steel, and aluminum
Coordinate technical problem solving involving manufacturing methodologies between Engineering, Manufacturing, and Sales.
Provide customer interface on technical problems that may occur in the performance of contractual obligations.
R&D for new projects, including developing a manufacturing methodology, designing fixtures and tooling, recommending use of new and existing equipment, recommending tooling sources.
Owner passed away and General Dynamics purchased. Laid off.
EDUCATION
Bachelors Degree - Industrial and Systems Engineering - UAH - Huntsville, AL
Masters Degree - Engineering Management - UAH - Huntsville, AL
　
PRODUCTS
Mining Equipment manufacture new components, rebuild/repair equipment
Hydraulic Cylinders commercial use.
Plastics injection molding, PVC foam, lamination.
HVAC large commercial air handlers and HVAC units constructed of steel, aluminum, and stainless steel.
Small engine manufacturing and testing.
Aerospace and Defense components for commercial and government applications.
Materials such as: aluminum, stainless steel, beryllium, fused silica, titanium, and alloy steel.
|
