Plant Manager, Controller

GARY L. FRANKS

**** ******** **** **** *** #* Graham,NC 27253

Tel: 336-***-**** ▪ Cell: 352-***-**** ▪ ***********@*****.***

http://garylfranks.resumeconnect.com

PLANT MANAGER

Manufacturing

Proven dynamic management career transforming both union and non-union facilities through leadership across multiple operational groups to increase bottom-line performance. Spearhead initiatives across all manufacturing areas to drive improvements in quality, efficiency, safety, and productivity. Decisive, solutions-focused, and results-oriented professional recognized for consistent success in developing systems, processes, and procedures to streamline operations, contain costs, and enhance profitability. Respond to operational and financial challenges with confidence, determination, and focus through demonstrated expertise in:

•Business & Technology Integration

•Defining & Achieving Performance Metrics

•Manpower / Resource Assessment & Deployment

•Operational Restructuring / Reorganization

•Quality Management / Document Control

•Cross-Functional Collaboration / Negotiation

•Leveraging Vendor / Client Relations

•Maximization of Profitability / ROI

•Process Improvement & Lean Manufacturing

PROFESSIONAL EXPERIENCE

Mark IV Industries, Ocala, FL 1986 – Present

A leading global, diversified manufacturer of highly engineered systems and components for the worldwide automotive OEM market, generating $1.3 billion in annual sales.

MARK IV Manufacturing Consultant (2006 – 2008)

Retained as Corporate Consultant for two-year assignment assisting, advising, mentoring Manufacturing.

Plant Manager (1998 – 2006)

Transferred to manage world’s largest (600 non-union employees) power-steering hose plant and largest engine oil cooler and transmission oil cooler hose plant in North America, holding both TS16949 and ISO14001 registrations as well as being Q-1 certified and a Ford Full-Service Supplier. First plant to have two employees Six-Sigma certified Black Belts.

•Understand, mentored and participated in the implementation of LEAN and Six-Sigma methods and philosophies based on the Mark IV Production System (Toyota Production System).

•Worked as advisor and assisted with manufacturing personnel being educated, trained in LEAN and Six-Sigma principles.

•Increased operating income 321% (approximately $1 million per month).

•Improved productivity 37% by applying Lean Manufacturing philosophies based on Toyota Production System: process flow, cell design, first pass quality, and Six Sigma.

•Produced $4 million annual savings by reducing fixed costs 23% through Lean Manufacturing philosophies, asset utilization, combining two manufacturing locations, and restructuring maintenance.

•Realized $200,000 annual savings after reducing absenteeism 25%.

•Reduced indirect headcount 47.8% by reevaluating job responsibilities and eliminating non-value-added activities.

•Reduced scrap 39% and PPMs to fewer than 20 total on seven largest OEM customers through Lean activities, first-pass quality, cell redesign, and inventory reduction and control.

•Increased productivity 25% by implementing a pay-at-risk performance share philosophy to reward all associates for improved performance.

•Led first of 13 plants to become TS16949 and ISO14001 certified.

•Cut costs for materials through shared databases for fluctuating customer demand, plant capacities, product changes, new product development introduction, and launches. Reduced no-hand inventory 32%.

•Developed method to match actual to planned headcount by job and operation to plan for budgeting and match weekly demand. Reduced labor costs 7%.

•Implemented wireless process-flow tracking system combined with visual factory methods from raw materials vendor through each production step to finished goods warehouse. Protected $12 million revenue.

Plant Manager, Waynesville, NC (1996 – 1998)

Promoted with full P&L accountability to manage company’s largest plant of 875 unionized employees.

•Exceeded production and quality objectives, beating all previous records and produced 1.5 million more units than originally forecast.

•Successfully closed 55-year-old union plant six months ahead of schedule and $1 million under budget while assisting in relocation of $15 million warehouse inventory.

Plant Controller, Waynesville, NC (1988 – 1996)

Promoted to lead 18-member accounting staff at company’s largest facility with an annual cost of production of approximately $80 million and $15 million finished goods warehouse.

•Improved productivity and reduced scrap $35,000 per month as Project Leader for Cycle-Time Reduction (CTR) Pilot Team and initial Lean Manufacturing efforts.

•Reduced accounting workforce 55% while maintaining same level of sales and functional responsibilities.

•Produced 3-5% annual savings by managing plant’s cost-reduction process.

•Implemented wireless automated warehouse system and new general ledger system.

•Requested by union and company to serve on company negotiating team due to strong relationships with plant employees.

Plant Controller, Williston, SC (1986 – 1988)

Advanced in position and relocated to one of the company’s mid-sized plants with annual sales of $50 million.

•Eliminated $85,000 monthly inventory shrink.

•Reduced work-in-process (WIP) inventories 75% and reduced in-process scrap and F.G. scrap.

EDUCATION

B.S. / B.A. (Summa cum Laude), Accounting, WESTERN CAROLINA UNIVERSITY, Cullowhee, NC

CONTINUING EDUCATION

Managing for Continuous Improvement, TENNESSEE ASSOCIATES, Cincinnati, OH

Transitioning Auditors to ISO/TS16949:2002 Training System, PLEXUS CORP., Atlanta, GA

Executive Briefing ISO/TS16949:2002 Training System, PLEXUS CORP., Atlanta, GA

Senior Management Coaching, CENTRAL FLORIDA COMMUNITY COLLEGE, Ocala, FL

Principles of Lean Manufacturing, UNIVERSITY OF FLORIDA, Gainesville, FL

Cycle-Time Reduction, WAYNESVILLE PLANT, Waynesville, NC

Total Productive Manufacturing Workshop, UNIVERSITY OF FLORIDA, Gainesville, FL

Microsoft Project 98 – Level 1, OCALA PLANT, Ocala, FL

ISO14001 EHS, WALTERBORO PLANT, Walterboro, SC

Process FMEA, OCALA PLANT, Ocala, FL

Commodity-Focused Lean Development Workshop, FORD MOTOR CO., Livonia, MI

Principles of Counseling Techniques, WAYNESVILLE PLANT, Waynesville, NC

CERTIFICATION

SCEA: SOCIETY OF COST ESTIMATING AND ANALYSIS

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