Manager Sales

Wendy L. Smith ***** Township Road ** Glenmont, Ohio 44628

www.linkedin.com/in/1wendysmith H: 330-***-**** C: 330-***-**** E:

*********@*******.***

Operations Manager

Utilizes tact, strategy and business savvy to identify, plan and resolve

process, financial and business development issues.

Core Competencies Strengths Expertise

P&L Responsibility Lean 6S Program Development Margin Improvement

Kanban Development Technical Document Review Cost Review/Benchmarking

IPC-A-610 Application Labor Estimate Development Customer Technical

Daily Huddle Development Support

Employee Relations Quote Development/Presentation Client Needs Analysis

Staff Supervision Strategic Business

Expense Control Capital Equipment Planning

Sales Presentations Justification & Implementation Performance Evaluations

Vendor Negotiations Productivity Improvement

Disaster Recovery SMED (Single Minute Exchange Staff Training &

Inventory Management of Dies) Implementation Development

Client Maintenance/Retention Policy/Procedure

Development

Fishbone Charts Pareto

Charts

Professional Experience & Contributions

RBB Systems, Inc. - Wooster, Ohio 1985 to Present

Specializes in on-demand manufacturing of custom, mission-critical

electronic assemblies for industrial, commercial, medical and military

sectors; products utilized in devices worldwide; generates approximately

$10 million annually; operations supported by 60 employees.

General Manager Operations Manager (August 2004 - Present)

Strategize, navigate and administer operations facilitating alignment and

collaboration between sales and product manufacturing units; ultimately

accountable for strategic and tactical planning, business development,

operating/capital budgets, and manufacturing profit/loss outcomes.

Scope of role comprises product manufacturability, pricing and results

review/analysis; project staffing, scheduling, guidance and metrics;

technical issue resolution; quality objectives and adjustments; product

shipping; senior leadership and department meetings; work area safety and

security; communications with clients to address and resolve component,

process, testing, delivery and pricing inquiries.

Train, develop and ensure performance of five direct reports including

quality manager, sales manager, production manager, surface mount lead and

panel shop lead.

. Consistent with demands of new ownership, formulate and execute

strategies generating profit month after month as well as holding

employees accountable for individual performance.

. Elevate net income via continuous improvement strategies and

policies/procedures enhancing production throughout surface mount,

assembly, test, panels, shipping, quality and sales departments.

. Consistently recognized by clients for excellence in quality of

products built as well as exceeding expectations meeting extremely

demanding delivery schedule.

. Played instrumental role in $150,000 implementation of lean

manufacturing program; ultimately enabled company to persevere within

challenging economy through focus on market share capture and execution

of profitable small batch work.

o Results: 72% work-in-process reduction; 55% lead time reduction;

100% surface mount machine use improvement; 67% surface mount setup

time reduction; 95.2% to 99.85% surface mount quality yield

improvement; continuous year over year improvements since 2008;

facility utilized by other companies to tour as example of lean

manufacturing implementation.

. Contributor to company recognition as honoree of Smart Business

magazine's Evolution of Manufacturing.

. Guide operations to success winning 50% of new business and 85% of re-

quotes through pursuit of small-batch electronic assemblies; developed

market niche and secured referral business of former competitors.

. Effectively manage relationships with clientele including (but not

limited to) Thomas & Betts, Akron Brass, Timken, Zimmer, Goodyear,

Owens-Illinois, and Keithley Instruments.

. In business development role, secured 10-year $1.8 million agreement

with military contractor as well as 5-year $1 million deal with

materials handler manufacturer; secured margins through cost reductions

via negotiation of material costs as well as development of assembly

methods to reduce direct labor.

. After assuming shop operating responsibility (2004), reduced direct

labor as percent of sales over 1%, increased gross profit 2%, and

lowered factory overhead 3%.

. Facilitated turnaround from negative net income to positive net income

through contributions to dissolution of electronic and industrial

systems design segment.

. Clear participant in extensive policy and process/procedure development

functions; i.e. facilitated successful ISO 9001 certification audits

with no major non-conformances since 2004.

. Trusted for expertise and invited to attend quarterly board of advisors

meeting to address inquiries into sales and manufacturing performance

as well as overall company direction; simultaneously provide senior

leadership support to president during board meetings and banking

meetings.

. Reduced labor 30% and improved quality through procurement of two

$40,000 auto-insert machines; return on investment realized within 6

months through elimination of hiring needs.

. Lowered surface mount inspection time 80% through purchase of $100,000

AOI (Automated Optical Inspection) machine; initiative improved first-

pass yield by identifying process errors, eliminated errors passing

through to final testing, and enhanced through-hole accuracy by using

AOI to inspect older technology; return on investment realized in 1.5

years through elimination of hiring needs.

. Enabled quality improvement through purchase of $120,000 selective

solder marching; return on investment realized in 1 year through

elimination of hiring needs.

. Brought consistency and quality to both operations and customer

projects through leadership, moving operations from no product

documentation to paper to electronic format; included capture of

assembly procedures, test result data, and department procedures.

. Overcome slow sales cycles by lowering direct labor costs through

strategies reducing workforce overhead, pay structures and positions as

well as eliminating non-critical events.

. Lowered material costs through implementation of economic order

quantity policy as well as establishing vendor managed inventory for

tools and supplies.

. Improved employee knowledge and performance through launch of J-STD-001

Workmanship Standards utilized in training direct labor.

. Enhanced team performance by circulating manufacturing floor to

communicate with employees and address suggestions and recommendations

on project components and issues; additionally navigate employees to

subject matter experts providing training and empowerment to implement

suggestions and resolve issues.

. Utilize strategic communications to negotiate pricing structures,

stocking programs and delivery schedules with customers and suppliers.

Previous Positions

Outside Sales & Quotations (June 1999 - August 2004)

Department Supervisor & Assembler (October 1985 - June 1999)

LK Motels and Restaurants, Inc. - Marion, Ohio 1981 to 1985

Privately owned regional chain of moderately-priced motels and restaurants.

General Manager

Orchestrated and oversaw operations throughout properties with 43 rooms

and 92 rooms; responsibilities included operating budgets, financial

management, profit/loss performance, occupancy rates, room rate average

and labor forecasts, supplies management, sales and marketing, area public

relations, customer service/guest relations, property and individual room

upkeep and cleanliness, and special events.

Hired, supervised, trained and evaluated performance of management and

associates in front desk, laundry staff, housekeeping and maintenance.

. Brought in as youngest associate in company with full management

responsibility; circulated various properties and assumed role as

acting manager; hosted and educated company management trainees on

property policies and procedures.

. Quality, sales and expense performance consistently recognized with

occupancy percentage and sales percentage increase bonuses; enabled

through proactive sales calls as well as delivery of customer service

solidifying referrals and repeat business; additionally collaborated

with surrounding hotels to secure occupancy.

. Generated business through collaboration with local businesses and

organizations to promote properties as compelling and competitively

priced option for employees and families; frequently secured

commitments of area businesses to book management stays.

Education Professional Development

Ashland University - Ashland, Ohio

Masters in Business Administration (Specialization in Project Management),

2011 GPA 3.90

Project Management Strategic Planning and Policy Analysis Managerial

Accounting

Six Sigma Operations Management

Malone College - Canton, Ohio

Bachelors in Business Administration, 1999 GPA 3.87 Dean's List

North Central Technical College - Mansfield, Ohio

Associates of Applied Science in Electronic Engineering, 1997 GPA 3.21

IPC-A-610 Certified Specialist ISO Auditor Training Lean Enterprise

Advanced Leadership Development

Operational Excellence Understanding Power and Politics in an

Organizational Setting CEO Tools for All Managers

Professional Organizations Public Speaking

Vistage Key Group

High-level business-coaching program providing knowledge,

strategic thinking and confidence to help executives think and act like

CEOs.

Definity Partners & Ashland University

Sharing Lean Success Story

Community Organizations

Holmes County Humane Society

Board of Directors Treasurer (Volunteer)

Paws on Wheels

Transport Driver

Contact this candidate