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Project Manager Operations

Location:
Hartland, VT, 05048
Salary:
175000-250000
Posted:
February 01, 2011

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Resume:

GREG BALCH

P.O. Box ***

Hartland, VT *****

802-***-**** Home ckycqd@r.postjobfree.com 603-***-**** - Cell __________________________________________________________________________________________

Executive Profile

Results-driven senior executive with P&L experience and a consistent track record of leading business growth in complex environments. High integrity leader with significant global experience in Manufacturing, Supply Chain, Lean, Commercial Management, Quality, General Management, Multi-Site leadership, Business Development, and New Product Introduction. Outstanding business acumen, negotiation skills, and an approachable demeanor that facilitates a strong ability to communicate, motivate, and influence across all levels of an organization. Agent of change with demonstrable skills in team building, problem solving, crisis management, people development, relationship management, process improvement, cost reduction, and continuous improvement. Fact-driven decision-maker with strong analytical skills.

PROFESSIONAL EXPERIENCE:

FUJIFILM Dimatix Inc., – Lebanon, NH & Santa Clara, CA Sept. 2009 – Present

World leading provider of piezoelectric ink jet printheads and turn-key digital printing systems. $80-$120 Million division (~250 person site) of $25 Billion FujiFilm. Focused on advanced digital printing products, technology development, and operational excellence.

Business Manager for Printing Systems

P&L responsibility for Printing Systems segment of FUJIFILM Dimatix (manufacturing, marketing/business development, supply chain, key account management, finance, and legal). Direct responsibility for defining product portfolio, pricing strategy, key strategic accounts, negotiating complex legal agreements, closing commercial negotiations, continuous improvement, manufacturing and supply chain strategy, and distribution strategies.

• Overcame historical negativity associated with this particular business segment by pushing new boundaries (internally and with the customer), listening to all of the viewpoints, presenting with data and facts, following through on commitments, and holding others to a high standard. These efforts resulted in organizational alignment around a new business model which is now on a strong growth trend.

• 2010 revenue and profitability doubled from prior year.

• Improved product portfolio, product training, and sales-force training and communication.

• Improved customer satisfaction with key account through use of partnership approach leading to account growth of 40%.

• Developed and launched a “first of a kind” digital printing system on time and under budget.

• Introduced seven new product offerings in three months.

• Revamped the pricing structure and process to improve profitability.

• Reduced headcount by 8% while improving the focus of this business segment.

• Streamlined the quoting process leading to internal and customer focused improvements.

• Implemented a Lean Manufacturing program as the foundation of a Continuous Improvement program.

Thermadyne Holdings Corp. – Saint Louis, MO (HQ) Feb. 2000 – Sept. 2009

Thermadyne is a $500 Million global leader in the highly competitive cutting and welding industry with operations in USA, Mexico, China, Malaysia, Australia, U.K., and Italy. Brand names include Victor Equipment, Tweco/Arcair, Thermal Dynamics, Thermal Arc, Cigweld, Stoody, and more. Key customers include Airgas, Praxair, Tractor Supply, Grainger, and many additional distributors and large end-user customers.

VP of Global Planning, Denton and Roanoke, TX (August 2008 – September 2009). Responsible for Global Planning functions and personnel (demand planning, master scheduling, and production planning) across all Thermadyne manufacturing and logistical locations (multiple USA sites, Mexico, Australia, Malaysia, China, Italy, and U.K.).

• Led inventory reduction program resulting in ~$25 Million inventory reduction in ~12 months.

• Rapid improvements in on-time delivery (OTD) led to best results in the history of Thermadyne (95%+).

• Implemented a new and more effective cross-functional S&OP process.

• Developed high level of cross-functional alignment through teamwork, building credibility and trust, working as a service function, communicating, and sharing success.

• Improved and standardize demand and capacity review methodologies.

• Implementation of customer specific demand planning processes for large, complex customers.

• Culture shift to high ownership function responsible for company-wide OTD and Inventory.

• Led the implementation of a Continuous Improvement program across all locations with a focus on product flow, Kanban, visual tools, and Value Stream Mapping (VSM).

• Value Stream Mapping Kaizen event led to $1.5 million of identifiable cost reductions that could be achieved in one year and $750K of inventory reduction.

• Continued to provide senior executive site leadership, coaching, and mentoring to NH facility.

VP of Operations/General Manager, West Lebanon, NH (September 2004 – August 2008). Primary P&L responsibility for plasma product line including direct responsibility for manufacturing and supply chain across a site employing 250-350 ($80-$100 million annual revenue). Manufacturing at this site included metal and plastic machining, sheet metal fabrication, transformer assembly, power supply assembly, torch and lead assembly, cable and hose assembly, and more.

• Achieved business growth from ~$45 Million to ~$90 Million while simultaneously improving profitability in a mature industry.

• Very strong continuous improvement culture built from the ground up utilizing Lean Manufacturing.

• Every individual at this site received lean training and assisted in lean Kaizen events. This included one-piece flow, Kanban, Setup Reduction, Poka-Yoke, Value Stream Mapping, visual manufacturing, and more.

• All appropriate supply chains converted to Kanban including several implementations with suppliers.

• APIC’s training provided on-site for all employees to improve supply chain understanding.

• Implemented Statistical Process Control (SPC) in the machining departments to improve process controls. This implementation led to rapid 5% scrap reduction.

• Implemented Overall Equipment Effectiveness (OEE) program to measure and improve machine utilization. Use of this tool helped improve machine productivity by 20% in 6 months.

• Annual cost reductions typically 5%-10% of COGS.

• Led implementation of $2.0-$5.0 Million in CAPEX equipment purchases on an annual basis. Equipment included CNC swiss-turn machines, sheet metal punch press, CNC mill and lathe machines, customized automation equipment, transport equipment, and waste handling equipment.

• Inventory turns improvement from ~4.0 to ~7.0. RIP/WIP inventory turns in 10-12 range.

• Successfully resolved significant environmental enforcement issues with the State of New Hampshire related to historical violations. Fine potential of $2 million was negotiated to $150K.

• Focused quality/reliability efforts on new product development to “design quality into the product” prior to launch. These efforts included Design for Manufacturability and Assembly, FMEA, software simulations, HALT/HAAS testing, capability studies, Poka-Yoke, and employee involvement programs.

• Maintained ISO 9001 certification. Achieved CCC certification.

• Favorable safety improvements utilized across all key metrics.

• Implemented active Safety Team consisting of members from all levels of the organization.

• Team-based implementation of 5S (Sort, Set in order, Shine, Standardize, Sustain).

• Complete culture change relative to EH&S led to drastic improvement in metrics.

• On-Time Delivery (OTD) improved from historical level of ~90% to consistently over 95% goal (averaged ~97% the last 2 years). Best OTD site for Thermadyne on a global basis.

Other special global assignments:

• 6-month project to lead the Hermosillo, Mexico site (2005). Provided hands-on and strategic direction leading to rapid improvement of chronic delivery issues and development of an aggressive cost reduction program. On-time delivery improved from 80% to 93% in 7 months.

• Three-month special assignment to directly manage the Rio de Janeiro, Brazil site of Thermadyne (Jan05-Mar05) and define a strategy for this troublesome facility. The Thermadyne Brazil site was a gas apparatus and cutting table facility that employed approximately 400 employees.

• Analyzed and reviewed Asia-Pacific manufacturing plants (2007). Reviewed facilities in Malaysia and China to evaluate opportunities for improvement. Significant safety, quality, and productivity improvements identified as well as opportunities to leverage and/or consolidate these sites.

• Led complex global power supply, manufacturing, and sourcing strategy development and implementation. This effort involved comprehensive review of various options for sourcing and manufacturing of welding and plasma cutting power supply assemblies.

Director of Manufacturing, West Lebanon, NH (December 2002 – September 2004). Responsible for Production and Supply Chain functions (total of ~175 people).

• 2004 material cost reductions in excess of $300K despite heavy inflationary period.

• 2003 material cost reductions of $226K achieved despite Chapter 11 filing.

• Developed and implemented a Merit Based pay system.

Supply Chain Manager, West Lebanon, NH (January 2002 – December 2002). Responsible for Purchasing, Production Control, Customer Service, and Shipping/Receiving departments.

• Led major outsourcing initiative of PCBoard assemblies achieving $750K cost reduction.

• Achieved $947K overall material cost reduction.

• Consolidated suppliers from 1,300 suppliers to 569.

• Provided direction, stability, and uninterrupted flow of material during Chapter 11 filing.

Purchasing Manager, West Lebanon, NH (September 2000 – January 2002). Responsibility for all Procurement activities in a fast paced industrial manufacturing environment.

• Developed a new, more capable purchasing team through coaching, training and employee replacement.

• Achieved annualized cost reductions in excess of $750K through negotiation and sourcing.

• Improved timely supply of material leading to improved plant productivity and customer satisfaction.

Master Production Scheduler, West Lebanon, NH (February 2000 – August 2000). Responsibility for scheduling all products in a ~$45 Million vertically integrated manufacturing facility.

• Improved scheduling methodologies led to productivity improvements, inventory reductions, and improved customer satisfaction.

Creare, Inc. - Hanover, NH Aug. 1996 – Feb. 2000

$10-$15 Million high-tech research and development company (~100 people) performing work for commercial and government agencies (NASA, DoD). Most projects were first of a kind, precision machining intensive, R&D efforts.

Contracts Manager/Director of Management Information (August, 1998 – February 2000). Responsibility for negotiation of all contracts, deliverables, and confidentiality agreements. Administration of 60-70 simultaneous contracts ranging from $5.0-$14 Million.

Project Planner (August, 1996 - August 1998). Responsibility for project planning services for 50+ projects varying in size, length of time to completion, and detail. Analyzed financial data to provide senior management with strategic decision-making information.

EDUCATION AND DEVELOPMENT:

• Center for Creative Leadership, “Leadership Development Program” - 2008.

• New Hampshire Manufacturing Extension Program, Advanced Lean Manufacturing Certification - 2005.

• Harvard Business School Executive Education Program, “Building Competitive Advantage through Operations” – 2004.

• Certified in Production/Inventory Management (CPIM) - 2002

• Plymouth State College, M.B.A., 1999.

• Clarkson University, Graduate credit towards a Master of Science in Management Systems, 1996.

• Castleton State College, B.S. in Business Administration, Cum Laude – 1995.

• Numerous internal development training including Kolb learning styles, Lencioni team building, interviewing techniques, individual development plans, and more.



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