Manager Plant

*** * ***** ** . ********, OK ***** . 918-***-**** .

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Operational Excellence Professional

~Extensive Operational Experience in Improving Organizational Value~

Operations/Manufacturing change agent with 15+ years of experience in

managing and increasing organizational value. Achieved substantial

increases in profitability through cost reductions and optimizations in

operations utilizing Lean Manufacturing and Six Sigma methodologies.

.Strategic Planning/Operations .International Operations

.New Product Introduction

.Process Development/Improvements .Design for Manufacturing

.Quantitative Analysis/Modeling

.Lean/Six Sigma Management .Supply Chain Management

.Performance Metrics

.Capital Planning/Execution .P & L Analysis/Optimization

.HR Optimization

.Change Facilitation .Quality Management/Engineering

.Materials Management

PROFESSIONAL EXPERIENCE

DMI INDUSTRIES

PRESENT

Wind Tower

Rail Car

LPG Tank

GENERAL MANAGER

Recruited in 2011 as a Change Agent to turn around a two year downturn in

plant performance and abysmal earnings.

. Achieved 62% reduction in plant controllable cost.

. Successfully reduced OSHA case rate < 1

. Improved 1st pass yield with the advent and roll out of Standard Work

process and procedures which resulted in 75% reduction in total

internal non-con fall out and field claims.

. Increased on time delivery per contractual enterprise which reflects

zero incurred cost in liquidated damages for 2011/2012.

. Reduction of 20% in corporate operating cost for 2012 through the use

of Kaizen events.

. Chaired enterprise wide continuous improvement steering committee.

. Lobbied in Washington DC for the extension of the Production Tax

Credit on the behalf of AWEA.

. Lean savings of 10 to 20 percent per quarter through the execution of

monthly Kaizen roll outs.

. Chaired roll out of full Visual Factory methodology at all US and

Canadian owned company facilities which included the implementation of

a standardized and robust FIFO system.

. Drove a 100% compliance policy for all ISO internal and CAPA's for

2012.

. Championed fifty million dollar plant conversion from Wind Towers to

Rail Car for in 2013.

. Manage and direct one million square foot facility.

AMERISTAR FENCE PRODUCTS~ TULSA, OK

2007 - 2011

Ornamental and Security fencing manufacturer

PLANT MANAGER

Achieved over $2,000,000 annual reduction in operating cost through

manufacturing and administrative standardization and optimization.

Increased market share in our industry by identifying market opportunity,

increasing manufacturing capability, and improving product flexibility.

Executing Lean systems to achieve 1, 5, and 10 year corporate strategic

goals. Improving manufacturing processes to increase market share through

innovation and capacity. Developing flexible and autonomous culture by

facilitating successful change management. Increasing net working capital

by improving asset utilization.

. Captured and exploited market share opportunity through market

analysis and operational capability improvement projects, such as

Lowe's Garden Center yielding an increase in sales of $1,000,000

annually

. Successfully and tactically deploy resource and assets to achieve the

organization's strategic objectives

. Designed and developed operations' performance scorecard for constant

evaluation, feedback, and improvement opportunities to eliminate

monthly P & L Analysis

. Improving product offering and flexibility with minimal operational

impact

. Aggressively analyze departmental and corporate P&Ls to improve

operations contributions

. Dramatic reduction in conversion cost though strategic selection of

Manufacturing Overhead projects

. Optimized manufacturing capability to improve first pass yield on new

product introduction to 99.6% from 72%

. Facilitated projects with manufacturing supervisor in Lean deployment

and training, which resulted in over $300,000 in annual savings from

their activities

. Based on Lean projects, the company was able to eliminate 2nd Shift

and reallocate employees to 1st shift opportunities

. Eliminated the need to expand production facility through

manufacturing layout and job design to achieve production flexibility

metrics

. Responsible for project management of 16 million dollar robotic

welding/ assembly cell

. Increased production capacity by over 50% through material staging,

loading, and unloading

. Minimized voluntary turnover rate, through increased job satisfaction

and motivation

Victory Energy ~ Collinsville, Ok

2005 -2007

Boiler manufacturer

PLANT MANAGER

Recruited by organization to direct and manage plant start up. Objectives

also included achieving lean manufacturing objectives of labor reduction

organizationally, productivity improvements and setting strategic goals for

employee enrichment.

. Directed the completion of a two ASME facility start ups: Collinsville

and Cushing Ok.

. Implemented Lean initiatives for production and materials control,

freight, production scheduling, project management, facilities

management and maintenance, manufacturing capacity planning.

. Implemented supermarket line stock program.

. Created organizational safety program resulting in a 50% reduction in

lost time and recordable incidents.

. Increased machine utilization by 35% by strategic planning objectives.

. Reduced internal failure by the utilization of non conformance

reporting and the advent of quality circles.

. Eliminated the frequent need to expedite parts daily from domestic

suppliers by identifying and resolving supply chain manufacturing

deficiencies

. Improved supplier performance and minimized risk exposure by creating

supplier selection and performance scorecard to include but not limit

cost, logistics, and quality metrics

Ameristar Fence Products ~Tulsa, Ok

1999 - 2005

Ornamental and Security fencing manufacturer

PLANT MANAGER

Initially hired as Production Manager, within two years was assigned

managing responsibility of manufacturing. Championed and assisted in 20

million dollar facility start up

. Based on performance metrics, successfully allocate Lean Manufacturing

resources and assets, $428,000 dollars in annual cost saving utilizing

SMED ideologies.

. Redesigned manufacturing process to improve production yields, reduce

manpower requirements, and improve quality control and assurance

levels.

. Reduced WIP by 25% in 2003.

. Direct labor cost reduction of 17.5% as a relation to sales by

initiating Lean objectives.

. Reduced external failure claims for 2004 by 30% utilizing departmental

quality circles resulting in a 50% reduction in appraisal costs.

Jem Engineering ~ Tulsa, Ok

1996- 1999

Transmission Pole manufacturer

PLANT MANAGER

Recruited to resolve production constraints and identify opportunities

utilizing Lean objectives.

. Increased throughput by utilizing lean philosophies.

. Reduced external failures by implementing departmental quality

circles.

. Reduced direct labor by 30%.

MSI ~ Tulsa Ok

1994 - 1996

Exchanger manufacturer.

PRODUCTION MANAGER

Managed and directed production scheduling and manufacturing.

. Reduced internal customer failure by utilizing batch size staging for

WIP.

. 30% cost saving in direct labor by increasing batch size cycle times.

. Championed organizational safety committee.

. 40% reduction in turnover by implementing in house workshops for

conflict resolution strategies.

. Brandon Ritchie .918-***-****

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EDUCATION AND AFFLIATIONS

. B.S. Operations Management - Northeastern State University

. A.S. Criminal Justice -Tulsa Community College

. Certified Welding Inspector (QC96) API 1104 - American

Welding Society

. Welding Certification SMAW,GTAW,SAW,FCAW,GMAW - Tulsa

Technology Center

. Lean 6S Promotions Certification Program - ISI Tulsa

. APICS Certification Program - ISI Tulsa

. Blower Design - John Zink Tulsa

. 25+ various courses in operations and management

certification programs.

. Educational Goal: Completion of MBA

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