RUDY LIA

* ******* **** ● Amherst, New Hampshire

603-***-**** ● acv98i@r.postjobfree.com

Director of Operations

Skilled leader with 25 years of operations and manufacturing experience. Adept at increasing profitability, quality and productivity through implementation of continuous improvement and cost control programs with clearly defined goals and measurable results. Committed to the establishment of cross-functional teams with focus on process improvements, root cause analysis, cost reduction and proper deployment of assets.

Productivity Improvements ● Process Streamlining ● Cost Reduction ● Operations/Manufacturing

Research and Development ● P&L ● Strategic Planning ● System Implementation

Trend Assessment ● Training ● Engineering ● Leadership ● Team Building/Development

Lean Manufacturing ● Kanban ● JIT ● TQM ● Safety Regulations ● Cross-Training ● 5S

● Purchasing and Supply Chain Management ● Change Agent ● Business Development

● ERT ● Budget ● Supply Chain ● Quality

EDUCATION

MBA - Rivier University, Nashua, New Hampshire 1999. Graduated with honors 3.8/4.0

BA in Economics, Political Science Minor - University of Vermont, Burlington, Vermont 1989

PROFESSIONAL EXPERIENCE

Alene Candles Milford, NH ● 12/2014 to Present

Privately owned candle manufacture: Contract manufacture for the top 2 candles makers in the world and other high end companies.

Plant Manager Responsible for Manufacturing, Quality, Supply Chain, Planning and Maintenance

Increased productivity from 38% to 76%

Improved Quality from 72% to 93%

Modernized manufacturing lines to standardized output

Set up agreement contracts with temporary agencies

PERRIGO NUTRITIONALS (Infant Formula Division), Georgia, VT ● 2/2011 to 11/2014

The largest Generic Pharmaceutical Manufacturer in The United States.

Director of Operations, Responsible for the Manufacture, Packaging and Distribution of a 7/24 operations.

Manage a compounding pharmaceutical grade, liquid to spray dry, sterile powder fill finish infant formula department that has a through-put of 50 million lbs., across 4 lines and two sites, under FDA, USDA and Hygiene Zone regulations. Site is SQF, ISO, Organic, HACCP, Kosher certified and cGMP regulated.

Qualified and Startup of a new 30 million packaging line. Hired and trained new team.

Plant was the # 4 domestic supplier of infant formula when I joined and #2 when I left.

Increased site Profit by15% during my tenure at Perrigo

Improve quality from 84% to 92%

In charge of implementation of 5S and Lean at the site.

NESTLE WATERS, Hollis Center, ME 5/2010 – 1/2011

The world’s largest food manufacturer, with 2009 revenue of $99 billion.

Operations Manager, Responsible for the Operations group in the largest water bottling facility in North America.

Given additional responsibility for Blow Mold Operations after 4 weeks with the company

Increased Blow Mold productivity by 12% in the first 8 weeks, by redesigning operations

coverage and by implementing a PM schedule.

ANHEUSER-BUSCH INBEV (AB-InBev) Merrimack, NH (4/2007- 5/2010)

Group Manager: Manage bottle and can packaging production lines, producing 1200+ bottles/minute and 1500+ cans/minute. Significantly improved morale through my strong interpersonal and management skills

RUDY LIA ● Page 2 ● acv98i@r.postjobfree.com

EVERETT CHARLES TECHNOLOGIES, Clifton Park, New York ● 3/2000-4/2007

A subsidiary of Dover Corp. focusing on capital equipment and test fixtures for the printed circuit board industry.

Director of Global Operations, Fixture Services Group (4/2005-4/2007)

Responsible for divisional P & L and manufacturing operations of 13 facilities located in North America, Europe and Asia and employing over 440 engineers, managers and direct labor personnel. Developed and implemented divisional businesses plan and drove strategic objectives through on-site managers and routine site visits.

Increased from a 52 million run rate to a 103 million run rate.

Increased profits by 12 Million, approximately, by implementing a weekly review of site financial and manufacturing goals with local operation managers.

Increased productivity 11%, and decreased costs 3% by facilitating standardization of processes and inter-site sharing of process improvement activities through implementation of continuous improvement systems..

Increased product offerings through revitalization of the R&D group resulting in new product releases every 10 weeks down from a prior rate of once every 120 weeks.

Oversaw new factory design, fit up and factory move in Shenzhen, China accomplishing task in 94 days.

Significantly improved General Manager coordination through scheduled weekly communication.

Responsible for 50% of Sales force.

Key Contributions: Kits (Supply Chain Management)

Generated a profit increase from 3% to 12.7% in 14 weeks in the Kits group.

Increased baseline quality from 71% to 91.3% by launching a quality tracking system.

Key Contributions: Fixtures

Turned around New York Profits from -6.7% in 2005 to a profitable 20.1% in 2006.

Improved quality from 62% to 87% with the implementation of a new quality system.

Reduced scrap from 10K/month to 1.2K/month by developing a scrap policy by using process mapping.

Operations Manager, Hudson, New Hampshire Fixturing (3/2002-4/2005)

Supervised daily operations for the PCB and backplane fixture manufacturing group, overseeing operations, engineering and sales. Managed P&L.

Key Contributions:

Turned unprofitable division into a profitable one in 7 weeks.

Raised quality from 67% to 96.8% by implementing manufacturing changes through the use of kaizen events.

Reduced cycle time from 30 days to 7 days on backplane fixtures and from 6 days to 1 day for PCB fixtures.

Developed long-term contracts with customers, accounting for 32% of business.

Launched 5S policy vastly improving facility presentation and employee moral.

Developed a network of sales representatives for regions of North America not served by direct sales team.

Operations Manager Nashua, NH (Teradyne Group) (3/2000- 3/2002):

Oversaw engineering, maintenance and operations for a 3-site, 5-shift division, tasked with managing P & L, capital expenditures, sales and new business. Supervised 6 direct reports and 55 total employees. Increased revenues 108% and profits 136%, while reducing over-time 36% and slashing cycle time 43%. Sold division to customer.

Prior Experience

INTEL CORP. (10/1995 – 3/2000)

Operations Manager: Managed 40 technicians serving on etch and photolithography teams. Raised quality to 95.5% and on-time delivery to 98.3%. Reduced training time 20% through effectively coordinating with operations and the training group. Member of team implementing Kanban and continuous improvement systems.

UNITRODE INTEGRATED CIRCUITS CORP. (8/1992-10/1995)

Senior Supervisor: Managed manufacturing and engineering teams, increasing productivity.

MASSACHUSETTS INSTITUTE OF TECHNOLOGY (MIT) (5/1989- 8/1992)

Senior Process Technician: Semiconductor technician for diffusion and photolithography sector, and purchasing.

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