Frank C. LaBorde

***** ******* ******

Wichita, KS 67235

316-***-**** acqg87@r.postjobfree.com 316-***-****

SENIOR OPERATIONS MANAGER

Strategic Business Planning Plant / Operations Management Process Improvement

Supply Chain Management

Results-driven multidisciplinary Senior Manager with a progressive record of success. Demonstrated accomplishments designing, implementing, and administering lean manufacturing / JIT principles, system and process standardization, cost control, effective materials management and process improvement programs. Extensive expertise leading startup, turnaround, and growth operations. Participatory manager adept at building strong, motivated teams based on a focused dedication to on-time deliveries, quality, productivity, financial management and resource development.

Key Competencies include:

Plant Management

Materials Management

Supplier Development

Demand / Supply Forecasting

SIOP and Order Management

P&L Accountability

Product / Program Outsourcing

Lean Practitioner Certified / Six Sigma

Program Management

Logistics / Reverse Logistics

PROFESSIONAL EXPERIENCE

GOODRICH / UNITED TECHNOLOGIES 2008 – 2014

Operations Strategy Manager, Wichita, KS 2012 – 2014

Directed development and implementation of overall Operational Strategy across Goodrich Aircraft Cabins & Lighting business units to include; core / non-core focus, internal vs. external sourcing, cost reduction programs, and Supply Chain management to drive business profitability and overall directional path forward.

Implemented new key business performance metrics including, revenue linearity, delivery, inventory, cost reduction, past due orders and financial performance which improved focused problem solving and corrective action resolution, i.e. improved cash flow and on-time delivery and reduction in past dues across 3 facilities.

Established and initiated implementation of final assembly and customer configuration strategy which included outsourcing parts and subassemblies to Low Cost Countries. Changed from “do all” to “Core versus Non-Core” focus.

Led cost reduction efforts for several major programs and initiatives, driving improvements in material cost management, sourcing, labor and overhead costs. Drove identification of cost-saving projects and oversaw inventory reduction efforts.

Led business Demand / Supply initiative to include training, roles and responsibility, data input requirements and schedules, business reviews, and established reporting requirements for completion of Sale, Inventory and Operations Planning (SiOP) program implementation across 3 sites.

Senior Operations Manager, Fort Worth, TX 2010 – 2012

Transferred Operations to Colorado.

Directed manufacturing facility to meet and exceed financial targets and performance goals. Led operations, supply chain, process engineering and administration functions, including sales forecasting, financial planning, on-time delivery performance, outsourcing, facility flow and layout, and continuous improvement. Developed, planned and implemented processes and procedures to ensure manufacturing targets and performance goals were achieved while driving initiatives for continuous and incremental improvements throughout the operation. Created operation vision establishing direction and strategic plans to support both organizational and business unit objectives.

Improved on-time delivery performance to greater than 98% for both aftermarket and original equipment products by implementing daily reviews and visual management, improved material planning and supplier delivery performance and reduction of process cycle time.

Established and drove linearity of shipments, resulting in improved cash flow and collections of greater than 95% monthly.

Consistently achieved monthly revenue targets while driving reduced customer lead-times.

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GOODRICH (Continued)

Drove inventory turns to greater than 4.5 versus target of 3.2 turns, reducing stocked inventory, outstanding purchase orders and elimination of excess and obsolete material.

Established monthly communication meetings and skip level meeting, increasing flow of information and improving communication throughout facility driving employee engagement and participative environment.

Established environment whereby operation was continually challenged to seek out and strive for incremental improvements. Results were demonstrated in year-over-year improvement in key objectives.

Management of processes including; assembly & customer configuration, machining (CNC’s, lathes, drill & cut, tube bending, etc.) paint, welding and external chemical etching)

Supplier Development Manager, Colorado Springs, CO 2008 – 2010

Directed supply chain supplier development team with focus on overall supply base performance improvements. Drove continuous improvement in on-time delivery, quality, and cost through implementation of best practice strategy and discipline process compliance. Created 3 year vision to drive culture where cost savings, continuous quality improvement, assurance of supply, and strategic partnership became supplier driven. Drove proactive supplier involvement in “delighting” customers with early supplier involvement in process and design implementation.

Established and implemented 3-year supplier development strategy and roadmap with focus on utilizing “best practices” and transitioning from Goodrich driven (reactionary) to Supplier ownership (proactive).

Improved Supply Base performance through reduction in total DPPM from 9,708 to a level of 8,485 (12.6%) and improvements in OTIF from 86.2% to 94.9% (10%). Implemented supply chain strategic health metrics, achieving business and operational objectives.

Improved efficiency of shipping and receiving through staggered shifting and balancing resources, skills management, and receiving material processes. Material was received on the first day and product shipped on second day of SAP go-live implementation.

Worked with suppliers to develop water jet and laser cutting process to improve part quality and reduce cost.

INGERSOLL-RAND / SCHLAGE LOCK, Security, CO 2003 – 2008

Plant Operations Manager 2005 – 2008

Directed plant manufacturing and operation teams. Ensured consistently high levels of performance to meet customer expectations. Drove continuous improvement efforts including on-time delivery, lead-time reduction, WIP inventory management, customer satisfaction / response time, order management, demand / supply forecasting (SiOP), and effective resource management and development.

Directed continual improvement in on-time delivery to level in excess of 95% while driving past due customer orders down to less than 5%. Implemented customer order versus line item performance measurement.

Directed and drove implementations of 24-hour factory, improving customer responsiveness through reduced lead-time, on-time delivery and critical expedite management.

Led cultural transformation improving employee involvement, risk-taking, resource flexibility and continuous improvement through accountability, ownership and participative engagement.

Drove reduction in average factory lead-time yielding 16.6% improvement by focusing on on-time delivery, operation cycle times, labor efficiency and utilization and material flow (12 to 7 days).

Led spending forecast accuracy to exceed 96% while continuing to drive improved OH / Earned labor hour performance, a reduction of 16% from 2006 – 2007.

Defined and led re-organization of both Operations and Materials, providing greater focus on on-time delivery, inventory management, scheduling, demand / supply forecasting, response time and flow throughout facility. Led plant operations and materials organization, establishing alignment and improved performance.

Managed key processes including; lock assembly and configuration, machining (CNC’s, lathes, drill, grind, cut and debur along with chemical processes including; finishing (stainless, brass, nickel, antique, chrome, etc.) and chemical etching. Additional processes included; warehousing, order fulfillment, SiOP and customer configuration.

Manufacturing Manager 2003 – 2005

Managed lock cylinder manufacturing operation for all Schlage products. Implemented strategic and tactical

operational plans that improved throughput yields, on-time delivery, labor efficiency, and spending forecast accuracy. Managed transformation of culture from change resistance to openness and acceptance through employee engagement and resource alignment.

Developed, led and implemented more effective operational design and structure, improving labor efficiency by up

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INGERSOLL-RAND / SCHLAGE LOCK (Continued)

to 20 points and better utilization of resources and equipment capacity.

Led improvement in on-time delivery to 95% through daily, weekly and monthly reviews, alignment and strengthening of functional and operational teams, focused performance goals, and reward and recognition programs. Reduced WIP inventory from 2 weeks to 3 days and lead times from 18 to 12 days.

W.L. GORE & ASSOCIATES, Lompoc, CA 2001 – 2002

Plant Manufacturing Manager

Managed development and implementation of plant manufacturing start-up strategy for advanced optical semiconductor devices. Developed and implemented new systems, processes, and metrics to consistently drive increased yields, improve quality, and reduced costs. Managed process definition, flow, and documentation including compliance with EH&S regulations relating to hazardous chemicals and gases.

Implemented manufacturing performance metrics, inventory tracking system, 5S, and SPC programs. Significantly enhanced process yields (two-fold), cycle-time reduction (60%), cost reduction (65%), quality controls, inventory management, and delivery performance.

Developed and implemented key labor, process layout and material flow, material utilizations and scrap reduction, documentation controls, and cost reduction initiatives. Drove conversion from R&D to production-based facility.

MAGNETIC DATA TECHNOLOGIES, LLC, Goleta, CA 1997 – 2000

General / Plant Manager

Managed plant operations, sales, and P&L for high-tech contract manufacturing, reverse logistics and customer repair service company. Developed and executed new business development and strategic marketing initiatives to capture new business. Instituted product and service pricing strategy. Managed team of sales program managers along with finance, customer service, operations and human resources.

Drove process improvements for volume disk / optical drive reverse logistics, repair, distribution and order fulfillment, security systems logistics, and customer service functions for improved delivery, quality, cost and inventory management.

Improved financial performance through cost / price modeling, cost reduction programs, material usage and labor utilization, process streamlining / standardization, and yield improvements leading to addition business. Maintained program profitability performance of 5 to 10% consistent with company expectations.

Led restructuring, consolidation and integration of 3 manufacturing sites, improving manufacturing efficiencies, resource utilizations, and overall financial performance of operation.

PINNACLE MICRO INC., Colorado Springs, CO

Director of Materials and Purchasing – Startup $80M optical drive manufacturing operation

ETA TECHNOLOGIES CORPORATION, Colorado Springs, CO

Director of Operation and Business Management – Startup contract manufacturing and engineering services for defense contractors

DIGITAL EQUIPMENT CORPORATION, Colorado Springs, CO

Senior Manufacturing Operations Manager – $100M, 380 person continuation manufacturing operation

Other Relevant Positions: Manufacturing Business Manager, Quality Manager, Production Manager, Materials Manager, and Test Equipment Engineering & Transfer Manager (Printed Circuit Boards)

EDUCATIONAL BACKGROUND

MBA, emphasis in Accounting & Finance, Regis University, Colorado Springs, CO, GPA: 3.94

BSBA, University of Phoenix, Colorado Springs, CO

AS, Electrical Technology, Springfield Technical College, Springfield, MA

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