Hamrick Resume

John S. Hamrick Jr. “Sam” *** Autumn Oaks Circle, Collierville, TN. 38017

Home: 901-***-**** acg3l6@r.postjobfree.com Cell: 901-***-****

EXECUTIVE PROFILE

COO/VP/Director/GM/Plant Manager – Manufacturing/Distribution

Improved Profitability / Reduced Expenses / Enhanced Productivity / Grow Sales

Dynamic, detailed, goal-focused manufacturing leader with a successful record of delivering bottom line results while maximizing operating productivity and efficiency for medium size companies across multiple industries. Proficient strategist with expertise in managing turnaround and startup situations improving quality, enhancing processes and delivering improved customer satisfaction. Resourceful problem solver with proven ability to streamline operations and reduce cost (waste) by utilizing TQM and Lean Methodologies as well as redesigning / automating systems. Adept at managing all aspects of multi-site operations, union and non-union, and coordinating budgets while holding full P&L responsibility. Skilled communicator with exceptional team building / management capabilities.

Selected Achievements

* Reorganized manufacturing saving over $16.7 million on sales of $60 million.

* Restructured all OH staff and processes to support supply of high volume retail food products.

* Replaced and updated major production lines doubling output /increase capacity/reducing labor

* Strategically located and started new 200,000 sq. ft. food plant with entire plant resources.

* Right-sized OH reducing annual cost of more than $1.6 million.

* Led restructure of supply chain resulting in $6.2 million favorable purchase price variance.

* Turned $2 million loss to $1.4 million gain for a $12 million subsidiary.

* Utilizing Lean methodologies, reduced inventories 60%+ without adverse impact to customers.

* Led team startup of non-union rubber product facility (Greenfield) adding $6 million in revenue.

* Established efficient handling and distribution of resale amenity products purchased from Asia adding $8 million in revenue with 20 % net margin.

* Redesigned soap base manufacturing methods for improved competitiveness saving $1.7 million.

BS Industrial Engineering, Georgia Institute of Technology;

6 Sigma, Access GE; Lean Transformation, Delta Stratagem

Areas of Expertise

* Multi-site Operations Management

* Startups / Greenfield

* HR – Performance Mgt.

* Turnaround Management

* Process/Project Mgt.

* Labor Relations

* Lean Management / TQM

* EHS - Regulatory

* Financial Management/P&L

* VSM / Kaizen / Kanban / 5-S / TPM

* Quality – ISO/QS 9000

* MBTI / DISC

* 6 Sigma / DMAIC

* USDA Food / Production Standards

* Supply Chain Management

* Customer Service/IT./Logistics

* SPC/DOE/ FMEA/QFD

* Quality – GFSI

* Quality – cGMP / FDA

* Quality – HACCP

* MS Office Software

* ERP Development

* Safety/OSHA Regulations

* PET and HDPE Blow Mold

PROFESSIONAL SUMMARY

Cal Western Packaging ($200+ million privately held, Private Label manufacturer/packager of food products (liquid and semi-solid) to some of the world’s largest retailers and the USDA. Vertically integrated, manufacturing their own packaging (plastic bottles, tinplate cans and fiber composite cans) operating 6 plants in multiple states).

Vice - Chief Operating Officer 2010 - Present Memphis, TN.

* P&L responsibility for 6 non-union plants providing full service private label manufacturing with high speed filling of liquid products, generating $200+ million in annual revenue. Customers include some many retailers and the top retailer in the US as well as the USDA both domestic and export. Direct reports include Operations, Logistics, IT, Quality, Finance, Customer Service and Supply Chain.

* Managed growth rate of 20%+ per year over the last 4 years in the retail products.

* Identified and hired necessary key talent to support growth and continuously improve the business activities.

* Revised and improved the Quality System including policy, SOP, HACCP, CAR system, inspection/testing and documentation to comply and sustain GFSI (Global Food Safety Initiative) certification a long with Kosher and Halal certifications. Attained scores of 97%+ with sustaining status.

* Planned, tooled and provided resources for a new strategic plant location with 200,000 sq. ft. including blow molding and high speed packaging lines. This project added capacity and reduced logistical cost attracting new customers for the retail business. Acted as the project manager for this entire venture.

KIK Custom Products ($1+ billion privately held contract manufacturer of household, personal care, OTC (Over The Counter Drugs) and Rx products for the world's largest CPG (Consumer Package Goods) companies and Private Label products for North America's largest retailers. KIK is North America's largest contract manufacturer for the CPG companies)

General Manager March 2008 – December 2009 Memphis, TN.

* P&L responsibility for 325,00 sq. ft. union plant providing full service contracting manufacturing and high speed filling of liquid personal care and OTC products, generating $100 - $120 million in annual revenue. Contract customers include several of the world's top 10 personal care companies.

* Led challenging turnaround of customer perceptions of Plant including substantial upgrades to plant facilities, grounds, cosmetics, material and equipment organization, compounding, filling and build out of "state of the art" pre-weigh facility including plant quality systems resulting in high praise from customers leading to new business awards for the Memphis Plant from existing and new customers.

* Identified, hired and developed Engineering Manager, Maintenance Manager, Warehouse Manager and Customer Initiatives Coordinator to build strength within the organization.

* Provided Stability, Leadership, Direction and Vision for future plant improvements and performance.

* Led improvement in Micro awareness and robustness in addition to general quality systems achieving our customer's highest scores leading to substantial improvements in quality audits from all customers and the FDA with no negative findings. Achieved external quality incident rate of less then .01 PPM.

* Achieved "On Time Delivery" and "Quantity Complete" rates of 98% and 94% respectively which is an improvement of 26% and 13% over 2007 performance.

* Achieved an OSHA RIR (Recordable Injury Rate) of 0.53 and 0.86 for 2008 and 2009 with zero lost time injuries through improvements to safety awareness, audit systems (SEE), employee wellness programs and implementation of a "Near Miss" program. Won the "KIK President's Cup" for best safety culture within the company for 2008.

* Led design and installation of new Wastewater Treatment System to maintain compliance with city, county and state regulations saving > $150K annually.

* Reduced working capital > 22% over year end 2007.

* Reduced turnover and grievances 56% and 34% over 2007.

* Implemented 2008 capital and non-capital projects with annual cost reductions of ~ $1.8 million.

* Developed detail plans for 2009 liquid line reorganization improving productivity, flexibility, capacity and adding new product capability while reducing cost ~$1.0 million annually.

* Successfully negotiated new 3 year Collective Bargaining Agreement effective August 2009.

Marietta Corporation ($200 million privately held manufacturer of personal care products)

Plant Manager/GM 2000 – 2008 Olive Branch, MS.

* P&L responsibility for 385,000 sq. ft. non-union plant providing hotel amenity soaps and accessories and full service contract manufacturing of retail soaps, generating $55-$65 million in annual revenue. Amenity customers include most hotel conglomerates nationally and internationally. Contract customers include many of the fortune top 100 personal care product companies.

* Developed plan for installing liquid compounding and filling for 2008 leveraging current plant resources with increased revenue potential of $5 million to $10 million generating 30% + margins.

* Led implementation of plant cGMP’s with successful FDA registration required to produce and sell antibacterial products (Drug Products) increasing revenue potential of $4 to $6 million.

* Improved failing microbial wastewater treatment plant to consistently producing effluent well within permissible limits avoiding propose penalties from MS. DEQ of more than $500,000.

* Improved Safety performance metrics more than 60% and reduced turnover 40%.

* Improved total Pant Productivity - units produced per employee more than 38%

* Attained double digit improvement in On Time Shipments, Percent Fill of Orders, Inventory Accuracy, Quote turnaround Time and improved customer satisfaction.

* Implemented cost savings of over $10.5 million in material, labor and variable OH

* Led the Lean Transformation implementing and utilizing lean tools:

* Value Stream Mapped all key processes reducing sustainable non value added waste

* Implemented 5S and TPM generating a 13% improvement in productivity and substantially improved the appearance of the Plant

* Reduced product lead times and Improved inventory turns 300% for finished goods

* Implemented small lot manufacturing with Kanbans reducing all inventories more than 60%

* Established vendor managed inventories on key packaging components

* Utilized Error Proofing tools to insure all automated packaging was filled with product

* Implemented Visual Management throughout the Plant including OA and OEE metrics.

* Set up aggressive Kaisen schedule with follow up audits to sustain improvements.

Cupples Company Manufacturers ($60 million manufacturer rubber, plastic and paper products)

Vice President of Operations 1991 - 2000 St Louis, MO.

* P&L responsibility for all of Cupples Company’s multiple manufacturing plants both union and non-union. Managed plants with 5 and 7 day workweek operations with 500 + employees.

* Led manufacturing in planning and implementing ISO 9002/QS 9000 Quality System supplying OE automotive parts increasing revenue $6 million.

* Negotiated Employee Union Contracts in 1990, 1993, 1996 and 1999 that effectively averaged only 1.7% increase per year, which was easily more than off set by cost improvements.

* Identified and implemented cost reductions of more than $9 million between 1991 and 1999, including reductions in material, labor and variable and fixed overhead.

Director of Manufacturing 1983 – 1991 St Louis, MO.

* Managed scheduling, production, warehousing and shipping of all products produced in the St. Louis plant. Products manufactured include: Inner Tubes, Lathe Cut Gaskets, Continuously Vulcanized Extruded Products, Tube and Tire Valves, Compression, Injection and Transfer Molded Products including rubber to metal bonding and Custom Mixed Compounds.

* Directly responsible for the performance of 3 Production Department Managers, 21 Foremen, and 340 hourly union employees.

* Successfully implemented the philosophy of TQM/Continuous Improvement in the manufacturing organization setting up the atmosphere for record -breaking performance over an extended duration.

* Aggressively managed CRC Manufacturing Cost Reduction Plan resulting in a reduction in cost of goods sold of more than 20%.

Production Manager 1979 – 1983 St Louis, MO.

* Managed manufacturing, warehousing and shipping operations of the Tube Department including 7 production and 3 warehousing and shipping operations for the production of 32,000 tubes per day.

* Responsible for 15 salaried foremen and 300 hourly union employees.

* Reduced recordable and lost time metrics by 28% and 36% respectively.

* Reduced the number of tubes requiring repairs and scrap by 51% and 19% respectively.

* Increased tube production 24% while increasing labor only 7%.

* Initiated and managed programs, which reduced absenteeism 16% and employee grievances 23%.

Prior Relevant Experience

Industrial Engineering Manager – Cupples Rubber Company, St Louis, MO

Senior Industrial Engineer – Firestone Tire and Rubber Company, Albany, GA; Akron, OH.

Continuing Education

Lean Transformation / TPS - Myers/Briggs Type Indicator - DISC Analysis

Word Class Manufacturing Systems - ISO 9000 Auditor Certification - 6 Sigma/DMAIC

Train the Trainer - OSHA 10 Hour Course - Designing and Managing 7 Day Work Week Ops.

Numerous Courses – Safety, Quality, Employee Relations, Negotiations, Regulatory Compliance,

Problem Solving/Decision Making, Communications and Employee Performance Management

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