Tatina K. Wilson

**** ****** **. ******, **** ***81

Tel: 330-***-**** • Email: acdofq@r.postjobfree.com

Operations, Production, and Procurement Manager

Manufacturing Production Purchasing

Highly successful manager with over 15 years of professional experience in production at a management level. Proven record of rapid

promotion to Business Manager with General Motors and key management rolls with CCL Container

• Exceptional team-leadership ability. Motivates, coaches, and mentors employees. Expert negotiation and problem-resolution

skills in Union settings.

• Highly organized, multi-tasking manager who sets priorities and consistently achieves production goals, on schedule and within

budget.

• Increases productivity, reduce costs, and minimizes waste by developing and implementing improved processes.

• Strong analytical and problem solving skills. I consistently deliver effective solutions to complex production and quality

challenges.

CORE COMPETENCIES

• Communications • Operations Management • Training/Development

• Quality Control/Assurance • Special Projects • Quality Assurance

• Cost Reduction • Employee Relations • Team Leadership and Motivation

PROFESSIONAL EXPERIENCE

CCL Container, Hermitage, PA Aerosol Division Feb. 2010 Oct. 2013

Leading producer in the United States for Aerosol cans

Procurement Manager – (August 2012 – Oct 2013)

Team Leader Lean Manufacturing (Jan. – July 2012)

Lithography, Safety, and Quality Manager on interim basis as needed by the company

Production Manager – (Feb. 2010 – Feb. 2011)

Was rapidly promoted to managerial roles at CCL Container due to my ability to deliver solid results in a very challenging

environment.

Procurement Manager (Aug 2012 Oct 2013)

Responsible for purchasing of all incoming product, material, spare parts, and tooling. Negotiated prices and contracts

with outside vendors. Monitored on hand quantities of all parts and raw material on a daily basis. Managed complex

spare parts and on hand quantities within multiple warehouses to keep accurate inventory. Responsible for the sign off on

all invoices for utilities for business expenses for the company.

• Increased inventory from 75% to 98% accuracy by implementing daily cycling counting and visual

charting of results

• Reduced the waste in movement within the receiving department by reducing delivery to 1-2 times per

week to ensure FIFO of materials

• Reduced lead time of vendor quotes from 8 weeks + to under 7 days by effectively communicating

needs and requirements with outside vendors on a regular basis

• Led the team in engineering to create drawing of parts that could be manufactured in house to help

reduce cost of incoming parts that are used on a regular basis

Lean Manufacturing Special Assignment (Jan. – July 2013)

• Achieved Lean Championship Certification

• Lead and directed a team of 10+ employees to complete a Kaizen event in the storeroom which

holds over 35,000 individual parts. This storeroom is now an internal benchmark with in CCL.

Worked with the Canadian division to improve their storeroom organization.

Lithography, Safety, and Quality Manager on interim basis as needed by the company

• Filled in as a Manager in multiple Departments as needed by the company until the permanent

positions could be filled

Production Manager (Feb. 2010- Feb. 2011)

• In charge of 70+ hourly union employees per shift. Responsible for all aspects of the business on a

24 hour basis. Key team member in increasing production while decreasing scrap and controlling

quality. Conducted safety and quality meetings in a team environment on a weekly basis.

GENERAL MOTORS, Lordstown, OH 1995–2009

Leading automotive manufacturer with approx. $140 billion annual revenues and 240,000 worldwide

employees.

Business Manager (2007–2009)

Senior Supervisor (2006–2007)

Salary Supervisor (2002–2006)

Per Diem Supervisor (1999–2002)

Hourly Employee (1995–1999)

Promoted four times and achieved steady record of promotion and success during 14 years with General

Motors. Took charge of progressively challenging technical and management assignments. Functional areas and

highlights include:

Business Management (2007–2009)

Chassis and Trim Production Areas

Promoted to Business Manager from Senior Supervisor. Acquired expert knowledge of national and local labor

agreements and built strong good working relationship with union and management. Maximized quality and

throughput as supervisor of 9 salaried and 280 hourly employees. Maintained a safe working environment and

collaborated closely with Union to resolve open issues and grievances. Trained, developed, and evaluated

contract employees.

• Eliminated 4% of hourly workforce and increased value added work from 52 min per hr to 53.5 in the

Trim Department. Achieved Zero major nonconformities during external ISO Audit (2008) with in the

department.

• Implemented an SPS project that reduced downtime by 5% and cut repair-process time by 4% (for door

line, a pilot area for the plant).

• Cut headcount and line jobs from 38 to 32 in the AGV area (automatically guided vehicles). Applied

continuous-improvement strategies.

• Successfully launched a new AGV (COBALT) that reduced downtime and operating cost.

• Successfully completed numerous special projects, including tracking absences and sick leaves

throughout the plant.

• Selected to reduce yard count and improve repair timeas superintendent of final-process.

• Made key contributions to creation of third shift. Devised process for flowing manpower and training

employees that complied with national contract

• Designated as Acting Superintendant for extended periods of time.

Production Group Leadership (1999–2007)

Chassis and Trim Production Areas

Promoted to Senior Supervisor (from Salary Supervisor) in 2006. Took charge of overall management and

coordination of production for the shift. Supervised up to 65 employees and led weekly team meetings to ensure

achievement of production and quality objectives. Responsible for training and implementation of GM’s Global

manufacturing System and SPQRC Program (Safety, People, Quality, Responsiveness, and Cost).

• Increased production from 380 units (2002) to 445 units (2005) while reducing labor costs.

• Achieved zero grievances for five straight years as manager of the Trim Department Overtime

Equalization Book.

• Designated as Vacation Replacement (2005) based on exceptional department knowledge ability to

successfully run all areas in Trim.

Assembler (1995–1999)

Acquired hands-on expertise in production processes. Repeatedly commended for excellent performance and

contributions.

Education

University of Akron 1993-1995 Surgical Assisting

Youngstown State University 1999 Business Management

Geneva College 2004 Business Management

Geneva College Current – Fall 2015 BS in Human Relations

References available upon request

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