Carl B. Hauptman

West Hartford, CT

724-***-****

acuwg1@r.postjobfree.com

https://www.linkedin.com/in/carl-hauptmann-3538633

Summary

Dynamic executive leader with a passion for revitalizing and growing high technology manufacturing enterprises. Demonstrated ability leading diverse operations teams to new levels of success and professionalism in highly competitive markets. Expert at executing business integration, analyzing and improving processes, instituting operational excellence and key operations matrices. Agent of change in implementing sustainable continuous improvement programs, improving quality systems, reducing costs, product transfer and generating sustained margin/EBITDA gains. Adept in optimizing manufacturing footprint, mentoring and developing employees and managing supplier relationships, labor contract negotiations, capital project management and application of Lean manufacturing principles.

Global Operations Leadership

Manufacturing Cost Accountability

Manufacturing Strategic Planning

Resource Optimization

FDA Class 1 & 2 Manufacturing

Consumer Products

Lean Manufacturing

Profit Generation

Strategic Sourcing and Supply Chain

Supplier and OEM Relationships

FDA/GMP, FAA PMA, AS9100

ISO 13485 & 9000

Continuous Improvement

P&L/ROI

Experience

Scapa N.A. Windsor, CT January 2015 – Present

Director of Operations - Site Leader

6 Direct Reports, 90 Total Reports

Site Leader for the Windsor, CT facility a member of the Scapa Health Care Business providing skin friendly solutions to the world. Insure the facility meeting all Scapa, customer and regulatory requirements. Direct responsibility for Safety, Supply Chain Management, Materials, Logistics, Warehousing, Operational Excellence, Manufacturing, Facilities, Maintenance and Environmental activities. Transition the facility from an industrial product manufacturer to a hybrid manufacturer of Health Care and Industrial products.

Implemented behavior based Safety Program by expanding employee involvement

Implementing data driven safety improvement plan

Aligned the Operations organization to proactively focus on operational improvement

Addressed key customer Quality reducing external failures by over 30%.

Led site in project to increase capacity avoiding $2M in capital expense and reducing cost by 11% on one product

Increased manning from LTP analysis improving delivery performance and reducing extensive overtime

Sotera Engineered Solutions Easton, MD & Stearns, KY January 2013 – January 2015

Director of Manufacturing Transition Stearns, KY October 2014 – January 2015

4 Direct Reports, 60 Total Reports

Led the transfer of all manufacturing, manufacturing support, quality activity and assets from Easton, MD to new location in Stearns, KY. Create Integration capability in Stearns, KY

Completion of production activities in Easton, MD meeting customer delivery and quality requirements

Move assets to Stearns, KY, disposition and sale of excess assets in Easton, MD

Develop and create Manufacturing floor plan, manufacturing process and quality plans for Stearns, KY

Define human resource requirements and hire, transfer or promote employees

Start up production lines in Stearns, KY for all major products from Easton, MD

Transfer Spare Parts operation from Easton, MD and Stearns, KY

Harmonize business process from Easton, MD to Stearns, KY

Identify and qualify Supplier Base for Stearns, KY

VP, Operations & Supply Chain Easton, MD January 2013 – October 2014

5 Direct Reports, 100 Total Reports

Successfully turned around manufacturing operation with chronically poor delivery and quality. Responsible for all aspects of manufacturing including planning, supply chain management, production, quality and shipping. Providing leadership and direction for conversion from batch to Lean flow manufacturing. Simultaneously changed material management system to eliminate duplicate part handling while defining new materials management system. Concentrated procurement efforts to improve material cost position through competitive quotations; migrating from spot buys to longer term agreements.

Implemented standardized visual shop floor measurements for quality, delivery and labor efficiency.

Introduced Kaizen and data Driven Problem Solving Processes.

Directed organizational improvements to increase responsiveness to customer needs.

Implemented pull materials system on all production lines meeting all deliveries.

Established Kanban between fabrication and assembly.

Spearheaded Efforts to attain AS9100 Certification.

Escalated Supplier Quality Program.

Instilled new attitude within organization for relationship building with customers and suppliers.

Reduced manufacturing floor space by 50% through Lean Materials Management.

Implemented Production Management Meetings which improved delivery to 98%.

Cool Containers, LLC Marietta, OH 2009 – 2013

Director of Operations

13 Direct Reports

Developed and implement a manufacturing operation for pharmaceutical transportation

products in the international transportation market. Developed multiple manufacturing strategies beginning with product introduction through a five year planning window. Established Quality System, implemented an ERP System, and gained FAA Approval. Established supplier base, developed manufacturing, quality and business processes and secured manufacturing sites. Commenced product manufacturing meeting all customer schedules.

Winner of Ohio Chamber of Commerce Entrepreneurship Award.

Developed Quality System which is compliant with 2011 FAA FIS standards and AS9000 attained FAA MIDO approval.

Met all delivery and operational cost expectations.

Thermo Fisher Scientific Pittsburgh, PA & Marietta, OH 1998 – 2009

VP, Operational Excellence & Sourcing Pittsburgh, PA 2003 – 2009

4 Director-Level Reports, 80 Lead & Manager Reports

Promoted as part of a corporate strategy to bring unity to divisions composed of multiple manufacturing sites through the implementation of corporate Operational Excellence and responsibility for Sourcing activities and performance. Responsibility grew from five sites to 18 sites on four continents with up to $850M revenue and $280M direct material.

Accomplishments:

Implemented Lean Manufacturing in FDA/GMP environment.

Led negotiations for multi-million dollar supplier contracts. Reduced reagent inventory by managing Quality/Validation processes in Diagnostic Test manufacturing.

Recovered material savings through creative sourcing practices from 2% annual materials increase achieving savings of +2.5%

Reduced manufacturing cycle and customer lead-time from 45 to 5 days by implementing cellular manufacturing and structured bills of materials. Improved automated kitting process in POC factory to increase Quality.

Moved 40% of the direct materials for instruments into low cost region suppliers reducing the purchase cost an average of 35%.

$17.7M total productivity saving by offsetting material inflation by $3.7M through internal improvements.

VP, Operations Marietta, OH 1998 - 2003

8 Manager Reports, 315 Staff Reports

Provided leadership for all aspects of operations at this $100M manufacturing site producing laboratory appliances. Total ownership of the operational functions from the customer quotation through shipment of products to the customer. Led a multi-disciplined group of 280 employees through six direct reports in Manufacturing, Sourcing, Manufacturing Engineering, Planning, Sales Support, Continuous Improvement Warehousing and Shipping.

Introduced and implemented Kaizen activity improving customer on time delivery by 13%. Reduced manufacturing cycle time from 21 to 7 days, eliminated redundant quality checks and second shift.

Created a self-funding Continuous Improvement group which led Kaizen, 5S, Lean and Value Stream Mapping activity.

Partnered with R&D group to improve New Product Development process through earlier inclusion of Operations staff to reduce material and labor costs. Reduced the labor cost by 10% and material by 6%.

Increased coating capabilities and reduced environmental impact through introduction of alternate coatings.

Frigidaire Company Dublin, OH 1995 – 1998

VP, Quality & Lean Manufacturing 1997 – 1998

12 Direct Reports, 250 Total Reports

Responsible for merger of Quality and Lean groups. Provided Lean and Quality tools to 15 manufacturing sites with $3.2B in revenue. Led customer advocacy activities with the corporation interacting directly with the customers and manufacturing sites. Managed corporate QA and Analysis group providing top management and sites with product quality analysis.

Created meeting process between the customer, internal Marketing, Engineering and Quality leadership to address current and future customer needs.

Remedied customer satisfaction issue by creating an external feedback system resulting in saving 28% of the plant revenue.

Launched shop floor performance measurement by implementing processes and tools for departments and cells to measure and display performance for quality, production and corrective action.

Director, Supplier Development 1995 – 1997

4 Direct Reports

Developed and implemented a corporate Supplier Development initiative to improve supplier quality, delivery and cost performance. Established on-site supplier support that improved performance.

Reduced direct material prices by $1.4M by implementing supplier suggested projects.

Developed and implemented Supplier Quality Teams, improving supplier quality up to 65% annually.

Education

Michigan State University East Lansing, MI

Bachelor of Science, Mechanical Engineering

Professional Development

Group Technology Systems Deere & Company

Hoshin Kanri Frigidaire Company/AB Electrolux

Employee Mentoring Frigidaire Company/AB Electrolux

Kaizen Facilitation Wiremold/Shingijutsu

Dale Carnegie Course Dale Carnegie

High Impact Presentations Dale Carnegie

VSM (Value Stream Mapping) Emerson Company

Effective Negotiations Chester Karras

DMAIC (Practical Process Improvement) Thermo Fisher Scientific

Gemba Walk Management Murli & Co.

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