RESUME

Mike Carter

Personal: Married with grown children Phone: 870-***-****

Email: abv50v@r.postjobfree.com Cell: 870-***-****

Education: Arkansas State University Claremont University

B.S. Business Management 20 hours toward MBA

Specialized training in LEAN Manufacturing( LEAN Green Belt), Industrial

Engineering, Foreign Languages, International Business Practices and Cost

Accounting. Certified by USDA for H.A.A.C.P. development and implementation.

Certified by the USDA and FDA for Principles of Thermal Process Control,

Acidification and Container Closure Evaluation.

Former Senior Member of American Institute of Industrial Engineers

Former Director of American Apparel Manufacturers Association

Published author of trade periodicals and specialty articles using LEAN Pull

Systems in consumer goods manufacturing.

Guest Lecturer for AAMA and AMA events

Languages: English and Spanish

Experience: Plant Manager with more than 600 people under one roof, Director of

Manufacturing over multiple plants, V.P. of Manufacturing and Operations over

multiple plants, President and Owner of small business ( less than 12million in

sales), International Consultant engaged in directing the transition to LEAN culture

in needed financial turnaround challenges.

Skills: Production/Operations Management and financial turnaround using C.I.,

lean tools and culture as a LEAN Facilitator and Change Agent. I advocate the use

of practical and common sense application of C.I. and LEAN tools including

Toyota Production System, Small Cell Manufacturing, J.I.T., Value Stream

Mapping, Kaizen Events, work sampling, spaghetti diagrams, root cause analysis,

5S, Kanban, SMED, POUS, TPM, TQM, SPC, visual management, M.O.S., PBL.

It is important to note that not all LEAN tools are needed or required to bring about

required successful change. LEAN is a journey, not a destination!

Position Focus: I desire to have P & L accountability for multiple plants or one

individual plant that requires the transition from present manufacturing system to a

LEAN focused system where I may use LEAN tools and experience to bring about

the required change. I would manage the transition to LEAN as an Operation

Excellence Leader, developing value stream maps, establishing K.P.I.’s and

directing the training in LEAN culture and the use of LEAN tools at all levels of

the organization. I am willing to substitute a significant portion of salary for a

bonus arrangement based upon results.

WORK HISTORY

Presently: Riviana Foods division of Ebro N.A., Memphis, Tennessee as the third

shift manager of “ Ready To Serve” ( microwavable cups ) department

manufacturing rice food products. This is an additional new business( plant within

a plant concept) which began in September 2011. I came on board in March 2012

to start the 3rd shift. I also serve as the 5S coordinator for the RTS department. I

have developed a department training manual as well as established KPI’s for 8

key performance areas of operations. We continue to make steady progress toward

our goals of productivity, down time and waste while introducing supervisors and

associates to LEAN principles. We have reached highs upwards of 95% OEE and

are working on sustaining these levels.

Previously: Boars Head Provisions, Forrest City, Arkansas as supervisor of

RTE(ready to eat) side of the premium deli meats manufacturer. I managed the day

to day activities of the packaging and boxing areas. I also functioned as the

HAACP review authorization for pre-shipment verification, was the ORACLE

operations coordinator and was a Continuous Improvement Champion with more

than $ 1 million dollars in improvements in first year. I have experience with

S.S.O.P., GMP’s, food manufacturing sanitation and S.Q.F.

Previously: President of Mallard Enterprises, Anaheim, California, a production

management consulting firm providing manufacturing and financial turnaround

services to the consumer goods manufacturing sector using LEAN tools. Many of

the assignments were in Latin America and involved consumer textiles

manufacturing. I was the operations leader in some remarkable turnarounds.

Examples are: I contracted to manage a maquiladora plant in Mexico that had loss

more than $1million dollars U.S. against standard in previous three years and had

never absorbed more than 55% of standard cost. I was able to change the

manufacturing system to a small cell pull system and implemented other LEAN

tools that caused the plant to become profitable ( 70% absorption ) within 3

months. The plant went on to reach highs of more than 130% against standard.

I contracted to be the General Manager of a large vertical knitting manufacturing

company in Mexico that was losing $400,000 a month U.S. It had not shipped U.S.

customers on time in past year. Using LEAN tools and concepts, I was able to

correct the on time shipping issues within 6 weeks. I led the team that reduced

irregular waste from 12% of sales to less than 2%. We installed small cell

manufacturing and reduced in process from 6 weeks inventory to 6 days from

knitting to completed product. This freed up cash flow enabling us to pay bills on

time and take advantage of discounts. Using 5S, I was able to eliminate

unnecessary raw material items and waste that totaled more than $900,000

annually. We eliminated all re-work as a known cost of sales and placed the

accountability back to the cell where it was cleaned up on a cell by cell basis. The

production increased more than 35% with the same amount of people in the same

space. The net result of our efforts over a period of two years was to grow the sales

by more than 50% within the same overhead structure, reduce waste by more than

$2 million U.S. yearly and to completely eliminate all debt and tax obligations.

Previously: General Manufacturing Manager of School Apparel, Inc. the largest

provider of school uniforms in the U.S. I led a team effort that resulted in a

significant turnaround using LEAN tools and culture. The manufacturing segment

made improvements of more than 30% in productivity, cost and delivery with the

same amount of direct labor, less indirect labor in the same amount of space. We

reduced irregular loss from over 6% of production to less than 1%. We reduced re-

work waste from 8% to 0%. We reduced raw material waste loss from 10% of

standard cost to less than 3%. We changed planning to achieve on time customer

delivery from 85% to more than 98%. We increased inventory turns from 4.0

annually to more than 8.0 annually.

Previously: President and C.E.O. of Blue water Sportswear, Inc., a Santa Ana,

California manufacturer of active sportswear and swim wear. BWS experienced 10

straight years of 20% annual growth in sales and profits under my ownership. I

began one segment of the business where we took orders, manufactured the orders,

shipped the orders and received payment for the orders BEFORE the invoices for

the raw materials were due. This was a lesson in cash flow!

I once managed a plant for two years that ran for more than 12 months with less

than $50 dollars a week loss against standard in direct labor. The plant went from

70% absorption to more than 120% absorption of cost standard.

I have had the responsibility of starting or expanding 18 new manufacturing

facilities in my career.

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