Jeff Rasmussen

Address: **** **** *****, ***** ****, GA 30180

Home: 678-***-**** Cell: 574-***-**** E-Mail: acqz00@r.postjobfree.com

Education:

St. Olaf College, Northfield MN (degree received in 96)

Bachelors in Economics, minor in Environmental Science and a focus in Statistics (3.30 GPA)

Applicable Skills/Experiences:

24 years of progressive manufacturing leadership.

Over 11 years Plant Management Experience

Track Record of Operational Turnarounds

Lean Skills: 5S, Kaizen, 1 Piece Flow, Cellular Manufacturing, Visual Factory, Kanban, TPM, Standard Work, SMED, VSM, DMAIC, PDCA, 6σ, SPC, OEE, BOS Charts, C&E, etc…

Very analytical, Full P&L responsibility. Can build, manage and beat a budget.

Believe in a participative style of management and in developing myself and my direct reports.

Understand the importance of building the right team.

Strong communication skills whether presenting to an executive team, staff, associates or with customers.

Technically adept: operating systems, manufacturing equipment, Strong business acumen.

Hands on leader. I enjoy rolling up my sleeves and leading by example.

Industry Experiences:

9 Years of Plastic Manufacturing Experience including Injection, Blow and Rotation Molding Technologies.

4 Years of Composites Manufacturing Experience including: Hand Layup, Automated Systems and Pultrusion.

3 Years of Metal Fabrication & Stamping including progressive dies, Robo-Welding cells, CNC Bending & Milling.

6 Years of Printed Circuit Board, Hard Disk Drive and Telecommunication Distribution Rack System Manufacturing.

7 years Tier-1 and Tier-2 Automotive Experience (Volvo, BMW, Mercedes, AM General, Ford, GM, Cummins)

10 Years of High Output/Automated Production and 13 years of High Mix Low Volume custom Manufacturing.

Work History:

TydenBrooks, GM, Tallapoosa Operations, Tallapoosa, GA (June 13 – Current)

Responsible for the entire operations Including:

o9 Managers and up to 330 non-union associates (continuous operations)

o1 Manufacturing Facility and 1 Outside WH totaling 210K sqft.

o$33M annual budget and $48M in budgeted sales

Financial highlights:

oImproved Monthly EBITDA from $550K per month to >$900K per month on 10% less sales volume.

oIdentified $2.8M in potential annual cost savings and have implemented $1.8M to date.

oImproved the monthly revenue per employee in the plant from $12,200 to $15,500 (27%).

Operational highlights:

oReduced staff from 330 associates to 230 associate (30%).

oSame time reduced OT by 74%.

oUpgraded staff replacing 4 of my 9 direct reports with stronger players.

oImproved OTD from 74% to 93.5%

oImproved safety from 16 rec accidents in 2013 to 10 in 2014 and 4 in 2015 YTD.

oGreatly improved 5S and visual management systems in the operation.

oReduced scrap from $120K per month to $34K. Same time cut customer complaints by 52%.

Nelson Global Products, Plant Manager, Fort Wayne Operations, Fort Wayne, IN (Oct 10 – June 13)

Responsible for the entire operations Including:

o10 Managers and 324 non-union associates.

o2 Manufacturing Facilities totaling 135K sqft under roof

o$35M annual budget

Financial highlights:

oLed the plant through very strong sales growth with annual sales growing from $23M to $47M in just over 2 years.

oTook annual EBITDA from $480K in 2010 to a run rate of $4.9M in 2013 (automotive supplier)

oBooked $750K in cost savings 2012 and have identified another $1.65M in 2013 $925K booked.

oBeat budget in 2011, 2012 and 2013.

Operational highlights:

oEvaluated staff upon arriving and upgraded staff replacing 4 of 10 direct reports.

oReduced internal scrap from 2.8% to less than 1.4%. Operation is high SKU, low volume facility.

oMaintained OTD at 92.5% despite rapid sales growth.

oImproved safety taking RIR from 7.5% to 2.1% and LTAR from 2.4% to .5%

oExpanded operational footprint, securing a 2nd facility, refurbishing building and started production in < 60 days.

oPlant attained ISO 14001 reg., in my first year with the company and maintained our TS16949 reg.

Crane Composites, Plant Manager, Goshen Operations, Goshen, IN - (promoted to this role) (June 07 – Oct 10)

Responsible for the entire operations Including:

o10 Managers and 320 non-union associates.

o2 Manufacturing Facilities totaling 500K sqft under roof

o$32.5M annual budget

Financial highlights:

oLed the plant through economic downturn (Served RV market and market dropped 70% from 07 to 08, 09).

oImproved Annual Manufacturing Variances by $8M from 08 to 09.

oReturned the plant to profitability in July of 09 and kept it in the black from that point forward.

oBooked $1.2M in confirmed cost savings 2009.

oIn my first complete year as plant manager beat budget by $220K despite $5M in budgeted sales shortfall.

Operational highlights:

oImproved Direct Labor Efficiency from 55% to 92%.

oReduced internal scrap from 8% to less than 1.7%. Stopped the bleeding.

oImproved customer relations by executing on commitments.

oImproved our OTD performance from 92.5% to 98.7%

oImproved safety taking RIR from 3.4 to 1.5 and LTAR from 1.7 to .8

Crane Composites, Plant Manager, Florence & Henderson Operations, Florence, KY

Responsible for the entire operations Including:

o8 Managers and 242 non-union associates.

o2 Manufacturing Facilities with 300K sqft under roof.

o$23.5M annual budget

Financial highlights:

oTook the plant over in June of 2007 running negative to planned manufacturing variances by $526K and in the remainder of the year brought the plant back to a $377K favorable annual result.

oBooked $425K in confirmed cost savings 2007 in 6 months.

oBeat the financial budget by 9.5% despite sales being off by 11.5% to planned sale volume.

Operational highlights:

oImproved Direct Labor Efficiency from 81% to 93%.

oReduced internal scrap from 5.8% to < 4.0%

oReduced product loss (shrink) & helped to drive a material recycling process that drove $25K in monthly savings.

oImproved our OTD performance from 92.5% to 98.7%

oImproved safety running without a recordable or lost time accident in the time I was leading the plant.

oWas given a 2nd plant to run in November of 2007 then promoted in March of 2008.

The Plastics Group, Inc., Plant Manager/ President, Maple Plain, MN (December 03 – June 07)

Responsible for the entire operations Including:

o8 Managers and 140 non-union associates.

o15 rotational molding machines

o137K sqft facility

o$15M annual budget

Financial highlights:

oDrove sales from $10.5 million to $20.7 million

oEBITDA tripled from $1.62 million to $4.9 million.

oGross Margins grew 8.4 points from 15.4% to 23.8%

oBooked over $2.4 million in cost saving to offset a volatile raw material market.

oSuccessfully helped sell the Maple Plain Operation as a spinoff from the Plastics Group. The Plant was sold due to our market value, tied to very good EBITDA results.

Operational highlights:

oImproved Direct Labor Efficiency from 68% to 98% while also rolling standards down year over year.

oReduced internal scrap from 10.5% to less than 4.2%. Took MUV from red to black.

oAttained ISO Certification and maintained our military vendor qualifications with 100% quality ratings.

oCreated a new employee handbook and orientation to clearly define company policies.

oImproved our OTD performance from 95.2% to 98.9%

oImproved safety metrics taking our Recordable Rate from 10.5 to 5.2 and our Lost Time Rate from 2.6 to 1.1.

Newell Rubbermaid (Graco + Rubbermaid HPD) (August 00 – December 03)

Graco Children’s Products, Manufacturing Manager, Macedonia, OH (promoted from Greenville Plant)

Responsible for all manufacturing functions including:

oLeadership for 8 Supervisors, 20 Cell Leaders, 2 Engineers and 280 Associates in a 24-7 union plant.

o20 injection molding machines in a 350K sqft facility.

o$12.5M annual budget

Accomplishments:

oIntroduce lean tools into the manufacturing facility.

oDirect Labor Efficiency improved from 65% to 96.5%.

oCut grievances by 75% in production by being involved on the floor and with the personnel.

oReplaced a temporary workforce (50% of workforce when I started) with a permanent workforce.

oImplemented a Material Review Board to review internal scrap and defective vendor supplied items.

oImplemented a new employee orientation and offline training lab to ensure product quality.

Rubbermaid HPD, Production Manager, Greenville, TX

Responsible for all of production including:

oLeadership for 8 Supervisors, 12 Facilitators, 1 Engineer and 320 Associates in a 24-7 non-union plant.

o70 large ton injection molding machines & 4 dual head blow molding machines in a 1.1M sqft facility.

o$19M annual budget

Accomplishments:

oImproved DLE from 78% to 124% (before standard rolls)

oIntroduced machine pairings, production cells, self relief break schedule, and process mapping.

oBeat my departmental budget by 12% in my first year and by 16% in my second year with the company.

oImproved MUV through shot weight, scrap, and packaging & color reductions. Emphasis on 0 materials wasted.

oImplemented a structured shift handoff meeting to ensure shift-to-shift communication was taking place.

oFully implemented a 5S program in a historically disorganized plant.

oImproved employee relations through: Machine Teaming Meetings, Kaizen Events, Home Mailings, Implementing Communication Center, and by Conducting Employee Recognition Events.

Hiring manager:

I have excellent references available and would be more than willing to provide contact information for the following Direct Managers:

1.Jim Lavish – VP operations.

a.Jim was my direct manager at Rubbermaid, The Plastics Group and Crane Composites. I’ve worked with Jim for over 7 years in total.

2.Brian Beth – President The Plastics Group

a.Brian is the President of the Plastics Group and was my direct Manager after Jim left company.

b.I worked with Brian for 4 years and helped Brian Sell the Maple Plain Operations. I was the Acting President of the Maple Plain Operations during the time of sale.

3.Paul Nehlen – President, SPG Division TydenBrook

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