TAYMOUR EBRAHIM

- Sudbury, Ontario, Canada -

1-647-***-**** • ftjne5@r.postjobfree.com

Operations Management • P&L Management •

Capital Projects • Continuous Process Improvement

Financial Restructuring • New Business Development • Operating Infrastructure • QA

Labor Relations • Cross-Cultural Collaboration • Scheduling & Purchasing • Team Building & Leadership

Facilities Management • Plant Management • Production • Procurement • Inventory • Health & Safety • HR

PROFESSIONAL EXPERIENCE

ANMAR MECHANICAL AND ELECTRICAL CONTRACTORS LTD.

LIVELY, ON CANADA JAN 2011 – PRESENT

Vice President of Operations

Responsibility:

Planning and directing all internal Operational processes including:

• Organized the management team and established reporting methodologies to enhance operational performance after pinpointing gaps in the structure of manufacturing operations.

• Layout of equipment, workflow, assembly methods, and work force utilization

• Field workflow, assembly methods, and work force utilization

• Restructuring of facilities to maximize efficiency

• Inventory cost controls

• Cost savings throughout operation

• Staff management -Training - Procurement

• Oversee Health and Safety (safety systems)

• Quality assurance (and ISO 9001)

• Develop and prepare budget and capital spending plan

• Review processes and policies, related to cost structure

FULLER INDUSTRIAL CORPORATION

LIVELY, ON CANADA MAR 2009 – OCT 2010

Vice President of Operations

Responsibility:

Planning and directing all Operational processes (Sudbury and Edmonton), including:

• Rebuilt the infrastructure, organized the management team and established reporting methodologies to enhance operational performance after pinpointing gaps in the structure of manufacturing operations.

• Layout of equipment, workflow, assembly methods, and work force utilization

• Production scheduling

• Restructuring of facilities to maximize efficiency

• Inventory cost controls

• Cost savings throughout operation

• Staff management -Training - Procurement

• Health and Safety (safety systems)

• Human resources

• Quality assurance (and ISO 9001)

• Develop and prepare budget and capital spending plan

• Review cost structure, processes and policies

• Implementation of Lean manufacturing

Accomplishments (Fuller Ind.):

• Restructured Lively facility from 6,000,000 revenue to 22,000,000

• Increased workforce from 30 to 120 skilled employees

• Increased gross margin from 38% to 52%

• Increased Net profit from10% to 23%

• Reduced the delivery time from 10 weeks to 4 weeks, SNC project

• Restructured Edmonton facility from a loss of 200,000 to a profit of 700,000

• Implemented a Health and Safety system which resulted a reduction of workplace injuries (378 days LTI)

THINET BUILDING&CIVIL Engineering Contractors

U.A.E. FEB 2008 – FEB 2009 (Contract)

Operation & Procurement Manager

Responsibility:

Planning and directing all processes related to project, including:

• Field workflow, assembly methods, and work force utilization

• Project scheduling

• Inventory cost controls

• Cost savings throughout entire project

• Staff management -Training - Procurement

• Health and safety (safety systems)

• Develop and prepare budget and capital spending plan

• Review cost structure, processes and policies

• Oversee tendering process and related approvals

MOBILE CLIMATE CONTROL INDUSTRIES INC. (M.C.C.),

TORONTO, ON CANADA Oct 2000 – FEB 2008

Privately-held, $100 million Company with global presence specializing in the manufacture and design of heating and air conditioning systems (HVAC) for all types of vehicles.

President:

• Provide operational leadership and maintain the optimal performance of all functional departments including Engineering, Sales & Marketing, IT, HR, Accounting, QA, Service, Purchasing and Production. Spearhead efforts in meeting long-term company growth objectives.

• Ensure that the annual gross margin target is achieved.

• Drive activities to achieve a net profit above target.

• Generate positive cash flow.

• Contribute to key decision-making as integral member of the Board of Directors.

• Oversee $10 million in capital investment expenditures with full signing authority for all government documents and sales contracts, among other areas. Negotiate financial requirements with banks.

• Supervise and guide multiple senior managers including Engineering, Sales & Marketing, IT, HR and Quality, among other departmental leaders.

• Streamline global operations and manufacturing including driving planning activities and managing budgets. Standardize global manufacturing processes and procedures. Define and incorporate lean manufacturing throughout the entire global organization.

• Serve as the subject matter expert in aspects of business re-engineering and operational re-structuring. Deliver compelling and informative presentations to customers, suppliers, banks and government officials.

Operational Enhancements (M.C.C.):

• Rebuilt the infrastructure, organized the management team and established reporting methodologies to enhance operational performance after pinpointing gaps in the structure of manufacturing operations.

• Assessed and determined the best manufacturing locations to serve customers in Europe and the Middle East

• Maximized efficiencies by consolidating 4 disparate sites in Toronto into a single 120,000 sq foot facility; designed a new facility to accommodate the unique operation (construction took 6 months).

• Facilitated the move of 4 facilities within a 10-day period and without interrupting customer supply.

• Conceived and incorporated a third shift for 100 new employees, who were all fully trained within 6 months.

• Slashed machine down time by 25% by introducing an innovative preventative maintenance program.

• Saved the company over 35% in manufacturing costs by establishing 28 new suppliers in Asia (China, Korea and Thailand) to supply the global manufacturing facilities.

• Eliminated a $2.7 million backlog within a period of 3 months by implementing lean manufacturing based on the Just-in time (JIT) approach.

• Strengthened mechanical capacity minimized labor costs by 6% and trimmed set-up expenses by 12% through the implementation of a new scheduling system.

• Manage facilities in a unionized and non-unionized environment

ADDITIONAL CAREER HIGHLIGHTS

CANATAL INTERNATIONAL INC., Mississauga, Ontario • Feb 1998 – Oct 2000

$24 million, global company specializing in the design and manufacture of Precision Air Conditioning Equipment

Operation Manager:

• Restored the company to profitability within 1 year, from a $2 million loss to a $750,000 profit.

• Trimmed inventory by $850,000 and purchasing by $1.3 million.

• Accelerated lead times from 12 to 6 weeks leveraging lean manufacturing based on the JIT style.

• Improved operational efficiency rates from 60% - 85%.

• Triggered a cost-savings of more than $1.6 million in the first year by renegotiating contracts with suppliers.

• Boosted global profitability by $1.5 million by transferring some of the production lines to China within 3 months (original goal was 6 months).

CHEMQUE INC., Brampton, Ontario • Feb 1990 – Feb 1998

$30 million manufacturer of chemical specialties and equipment used across multiple industries

Plant Manager:

• Directed operations, supervised over 125 globally-dispersed employees.

• Extended the market reach of the organization, growing it from a 25-employee company housed at a 38,000 sq. ft facility to 125-employee Corporation with 3 production shifts at an 80,000 sq ft. site.

• Initiated a Greenfield production facility in Indianapolis; enabled full production within 4 months surpassing the completion target of 8 months.

• Enabled the company to achieve ISO 9001 certification in 15 months (target was 18 months).

• Offered numerous improvement recommendations in regards to plant automation, site locations and middle management development, all of which were accepted and adopted successfully.

EDUCATION

Bachelor of Commerce (Majoring in Cost Accounting for Manufacturing)

Zagazig University, Egypt

Additional coursework includes Lean Manufacturing, Management for Results Program, Transportation of Dangerous Goods, and ISO 9000/9001 Management Awareness. Other training includes Workplace Health and Safety, Fundamentals of HVAC Engineering and Chemical Process Engineering. Pursuing an MBA. Details provided on request.

ADDITIONAL COURSES

Management for Results Program, Sheridan College,

Strategic Organization, Levinson Institute,

Transportation of Dangerous Goods Certificate, Humber College,

ISO 9000/9001 Management Awareness Seminar, G.R. Technologies,

Workplace Health and Safety Training.

ADDITIONAL SKILLS

Global management skills-Asian, European and North American work experience

Facility to adapt to different cultures in a professional environment

Scheduling and Purchasing in JIT Environment

Training and Management of Labour Force to Improve Productivity

Very strong Interpersonal, Problem Solving, Planning and Organizational Skills

Computer Literate: Expertise MRP System, Business Visions, Microsoft Office, Netscape Internet Explorer.

Manage facilities in a unionized and non-unionized environment

Experience working in public as well as private companies

• References Will Be Made Available on Request

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