Customer Service Manager

**-**-**

Louis Brevetti

** ******** **.

Wolcott, CT 06716

Cell 203-***-****

Home 203-***-****

RE: Plant Mgr. Position

Whom it may concern,

I am very excited about the position at your company. I am proud of

the background and experience that I will bring to your organization to

help it achieve and realize its maximum potential. As Director of

Operations for several companies, I have been directly responsible for

Domestic and International operations as well as recognized and honored by

3 different professional organizations during the last 17 years for

outstanding commitments to the success of the organization, company, and or

its members. I have written an MMBO (Manufacturing Management by

Objectives) seminar and have taught this philosophy to companies in USA,

Germany, Ireland, and Mexico. The MMBO programs success was anchored by my

excellent motivational skills and its philosophy of everyone has what it

takes to be successful. These proven skills have achieved company goals and

objectives that have led and motivated teams to new levels of achievement.

I will arrive at your organization with a proven and substantiated

record of success and motivational skills in contract negotiations,

customer and employee relations, increase in efficiencies, establishing

quality standards, ability to motivate existing staffs to new levels of

achievement, create new staffs, on time deliveries, increase throughput,

equipment uptime, product & equipment yields, increase margins, purchase

price variances, substantial gains in profitability and new product

development. All of these have been achieved in companies that were

revived, reorganized, and or needed growth in manufacturing and

distribution. I will generate strong and sustainable performance results

while focusing on direct & indirect labor and professional employees. They

will all benefit from my extensive background and accomplishments utilizing

the MMBO program. This program empowers employees to attain their own

success within the organization while securing their commitment to the

organization, which in turn, will drive the company's profitability to

maximized success.

I have experience in the following industries: paper production &

manufacturing, printing, bindery, foil stamping, home d cor, giftware,

publishing, ferrous & nonferrous metals, casting, rolling, slitting,

drawing, stamping, architectural metals, rubber, automotive components,

computer hardware and product distribution.

I will spend half of my time on the floor with the direct & indirect

labor force and the other half with the professional staff. I believe that

all leaders should lead by example, not by request. This belief gives me

the ability to lead, motivate, and manage people to extreme performances. I

emphasize to all employees that I will not ask them to do anything that I

will not do myself. I develop a true team effort that is eventually given a

Mission Statement that supports the vision and mission of the company. I

have developed win - win relationships that produced systems, processes and

quality standards that supported customers, owners, suppliers, and

employees at all levels. My strong computer skills support objective

communication reports which enhances my ability and my staffs to

communicate at all levels, the goals and their maximum potential.

These achievements will all be accomplished through my strong

interpersonal skills and hands-on work ethic. We will foster a far reaching

commitment from our professional and direct & indirect labor employees. The

team will be anxious to demonstrate their skills and abilities to work as

successful team members which will culminate into a universal organization-

wide commitment & success. There is an old saying "you can't argue with

success" which I believe is true as long as all feel the success.

I am ready to go to work and am looking forward to meeting with your

company to discuss your opportunities.

Thank you

Louis J. Brevetti

11-28-11

LOUIS J.

BREVETTI

72

Harrison Dr

Wolcott, CT. 06716

203-***-**** or

Cell 203-***-****

Director of Operations with strong managerial and organizational skills.

Extensive background in all phases of manufacturing and product

distribution. Looking for a position that can further utilize my industrial

acumen and extensive hands-on experience.

New York Graphics Society, Norwalk, Ct.

Manufacture & Distributor of wall d cor products

General Manager of NYGS Corp. 2006 to 2011

P & L responsibilities for the Manufacturing, Warehousing and Distribution

of Giftware to over 3540 retailers in USA and Canada. Annual sales of

$19,500,000. Direct reports, 3 foreman, 1 human resource, 3 customer

service, 1 materials control, 1 Ind. Eng., 2 order fulfillment, and 1

facility. Operational Manpower, 82 direct & indirect labor, 2 shipping, and

8 order processors.

. Developed an MMBO team and initiated an MMBO program ( Mfg. Management

By Objective)

. MMBO team developed comprehensive bank of historical operating data to

establish cost centers and their effect on the P&L. Identified &

quantified high profile areas of operation and implemented objective

goal planning in Direct Labor, Indirect Labor, staffing, equipment,

and facility with monthly reports.

. Developed a Pareto listing of the high profile objectives. Product

margin, product development, order fill rate, and global out sourcing

showed significant opportunity for substantial increases in margins

. Product margin was determined and cost centers were all reviewed as to

process restrictions. Using a "what if" approach we identified 6

potential direct labor operations with speed, feeds and quality

restrictions, 5 of the 6 operations yielded 19% improvement and a

$66,500 /yr savings.

. Product margin was increased by redesigning an integrated assembly

line to 4 balanced work centers. They were connected to accumulators

that would allow servicing as manpower from the department was made

available. This allowed each cost center to maximize individual

production advantages but maintain the advantages of an integrated

inline process. Increased productivity 29%, yielded a $121,000 / yr.

savings and increased product throughput by 25% which contributed to

an overall 13 % increase capacity.

. Introduced Negative Fill Rate Live Order exception report which

identified abnormal order patterns.

Allowed rapid adjustment to whip on an item specific basis, and

improved order fill rate from 94.5% to

98.3% with a net sales increase of $266,000 /yr. and improved on

time delivery from 91.5% to

99.7%. This decreased customer charge backs by $109,000/yr.

. Identified and introduced a new product to compete with a China supply

chain item. During a two year period a new product was designed and

met all mfg cost targets. It has catapulted annual sales from $6.8

million to $18 million /yr. and still growing. We matched the cost

from China and gave all customers a delivery time of 4 weeks. This

reduced order lead time for orders from China by 8 weeks. The

product, took two years to develop a process that would reduce the

cost to be competitive with all competition and still made in USA with

a 44% margin. Contribution to the Gross Profit $6,321,000 /yr.

. Increased throughput by 52% at Artbeats and 41% at NYGS. This reduced

our facilities requirements at two separate divisions significantly.

It gave us two options, reduce our facilities requirement at each

location or combine operations into one facility and get benefits of

reducing facilities and manpower by taking advantage of common

services and management of both divisions. "Course taken" closed one

facility, this gave us a net savings of $423,000/yr. We also reduced

our common manpower services by reducing 2 customer service, 1

foreman, 2 packers, and 4 Direct Labor savings of $190,000/yr.

. Reduced credits by 65%. Created a Pareto listing by customer and root

cause of credits. Found that most credits were being given without

resolution and that the quality expectations by each customer were

significantly different. The study indicated that some of claims were

invalid while others had opportunity of resolution if they were

properly assessed (Zero Targeted). Generated savings of $76,050 /yr.

Artbeats Div. of NYGS Bridgeport CT.

Manufacture & Distributor of wall d cor products

Director of Operations Artbeats Inc. 2005 to 2006

P & L responsibilities for the Manufacturing, Warehousing and Distribution

of Wall D cor, to over 1500 retail stores in USA and Canada. Annual sales

of $4,800,000. Direct reports, 2 customer service, 1 materials control, 1

Ind. Eng., and 3 foremen. Operational manpower, 27 direct & indirect labor,

3 order pickers, and 1 Shipper,

. Developed and initiated an MMBO program (Mfg. Management By Objective)

. Increased gross profit from 18% to 42.7% first year contribution an

increase of $1,267,200

. Developed historical operating data to establish cost centers and

their effect on the P&L. With new monthly reports we identified &

quantified high profile areas of operation and implemented objective

goal planning in Direct Labor, Indirect Labor, staffing, equipment,

and facility.

. Implemented a Direct Labor reporting program by MMBO cost centers.

Increased productivity immediately and enabled us to track cost by SKU

& cost centers

. Implemented a Mfg. Routing program and cost center buckets. This

generated performance levels and assisted in established daily goals

and monthly performance goals. The pursuit of these goals ultimately

reduced Direct Labor head count from 42 to 27 for a savings of

$451,400 /yr.

. Increased order fulfillment from 87% to 99.4%. Increased annual

dollars shipped by $477,000 and an increase contribution to the Gross

Profit of $200,592 /yr.

. Reduced an integrated assembly line to counter balanced work centers

with take up conveyors, element balancing and detailed man machine

analysis. This increased throughput, allowing faster inventory

replenishment cycles, reduced labor contribution, standard cost, and

increased inventory turns.

. On time delivery increased from 75% to 99.8%. Reduced Customer Service

heads from 4 to 2 with a

savings of $90,000 annually and increased shipment dollars per mo.

(the amount increase is expressed in

other categories)

. Implemented a salesman compensation program based on margin dollars

sold. Increased sales on high margin SKU's which in turn increased

gross profits for the year by 11.2%. This increased the Gross Profit

$125,204/yr. after commissions

. Implemented Purchase Price Variance reporting program in to an MMBO

profit center

This generated the 1st year a 9.1% negative Purchase Price

Variance. Increased contribution to Gross

Profit $204,658 /yr.

. Due to 6 loss time accidents and 27% increase in Workmen's Comp. Ins.,

we introduced an OSHA Internal Safety certification program. The first

year we had no lost time accidents and only 2 OSHA log reports.

. Developed a Quality is Free program which was given to all employees

in a 2 day seminar written by me.

This generated 3 significant quality improvements, reduced Big Box

Customer claims by 91% or $$221,500 in first 12 months.

and reduced packaging cost by $.92 per order.

H.G. Caspari, Seymour, & Beacon Falls, CT.

Manufacturing of gift an office products

Director of Mfg. & Distribution 1989 to 2005

P & L responsibilities for the Manufacturing, Warehousing and Distribution

of Home D cor products to 8,550 retail outlets world wide. Annual sales of

$36,000,000. Direct reports, 1 Plant Manager, 6 customer service, 1

purchasing, 2 engineering, 2 materials, and 1 human resource. Operational

Manpower, 72 Direct Labor, 6 indirect, 4 foreman, 7 Order Pickers, 2

schedulers, and 2 clerical.

. An MBO program was redesigned and called M&MBO (Management &

Manufacturing by Objective). It was completely implemented in 2.5

years. Identified & quantified high profile areas of operation and

implemented objective goal planning in Direct Labor and Indirect

Labor, staffing, equipment, and facilities with monthly progress

reports.

. Increased order fulfillment from 86% to 98.9% and on time delivery

from 78% to 98%. Implementing JIT

scheduling, cycle inventory program, real-time order data, and

increased inventory turns on an SKU level from

2.8 to 8.6. This generated a savings of $1,600,000 /yr.

. Developed an Order Pick and Pack Bonus Plan for Direct Labor personnel

and an indirect bonus pool tied to the Direct Labor performance. This

eliminated the operation of a second shift and generated a 36% labor

savings and a savings of $280,000/yr.

. Developed shop floor Labor reporting program in combination with a

quarterly Manufacturing Direct Labor

Bonus Program. It generated an increased productivity of 34% and

generated a savings of $848,933 /yr.

. In 1996 successfully installed an AS 400 computer system. Increased

Customer Service levels with real-time

order status details and same day accounting records. This

generated a monthly P&L statement within 2 days.

. Developed integrated inline manufacturing equipment balanced to a 2%

variance

This reduced cost centers from 11 to 4 and increased throughput 26%

and reduced cost 27% in related cost centers. This generated a savings

of $160,000 /yr.

. Purchased a Desk Accessories Mfg. Plant, located in New York City.

Managed it onsite for 13 months, moved the facility to Ct. and in less

than one year the order fill rate went from 83% to 99.3% and reduced

overall operating cost 63% and generated a savings of $531,000 /yr.

. Developed an Asian importing division. Integrated our domestic designs

with Asian manufacturing and marketed an Office D cor line that would

be consistent with big box customers pricing strategies. This division

contributed an additional $4,500,000 dollars in sales the first yr.

. Developed routing and customs clearance procedures with our

International Freight Carriers and US Customs for Asian shipments.

Reduced our Air Shipments transit time from 5 days to 3.5 days and our

dock time from 6 days to 3.5 days. This reduced process time was very

instrumental in securing two Big Box retailers.

. The M&MBO program focused on the Quality is Free concept and allowed

us to pin point quality deficiencies using the drill down procedure on

all quality failures. This ultimately eliminated the need for

dedicated personnel for quality assurance and also strengthened our

order fulfillment performance and on time delivery. The savings after

first year was $47,000 /yr.

1986 - 1989 AIRPAX CORPORATION, CHESHIRE, CT. Division of North American

Philips;

Mfg. of stepper motors, electronic linear actuators, & small electric

motors. Customer base Big 3 auto and computer hardware industry.

Director of Engineering 1987 to 1989

Managed the Engineering Dept. Direct reports, 4 tooling, 3 machine design,

9 machine fabrication, 4 facility maintenance, 6 manufacturing

engineering, 4 industrial engineering, 2 quality assurance, and 1

management training seminar aid.

. Identified and implemented a $2,300,000 plant-wide cost reduction

program.

The first year results totaled $2,110,000. Major contributors were

purchase price variances, automation,

developed in house plastic injection molding process, developed

high speed stepper motor winding

process and a quarterly direct labor performance review process

that was fueled by a direct labor bonus

program.

. Developed and implemented a 46% capacity increase. This capacity goal

was a stepping stone to becoming a Preferred Supplier with General

Motors. It was completed in a nine-month period and was done with

automation, various industrial engineering techniques, including

redesigning product to meet automation needs, and a 99.6% vs. 81.4%

line balance improvement on existing lines.

. Implemented a management training program with a focus on leadership,

organizational skills, deductive reasoning and zero targeting. Teams

from this seminar responded with a positive 9.6% direct labor variance

and an 83% to 91% Direct on Direct labor improvement.

. Identified and eliminated a customer quality complaint that had not

been resolved for five years. This resulted

in General Motors increasing our orders by 7% or $1,550,000 for a

12 month period.

.

Industrial Engineering Manager 1986 to 1987

Developed and Managed an Industrial Engineering Department responsible for

the documentation of manufacturing processes and their associated costs.

Reported to the Divisional Comptroller for North American Philips Corp.

Direct reports, 9 Industrial Engineers and 2 data recorders.

. Developed a nine man Industrial Engineering department in three

months.

. Installed 18,000 manufacturing routers and standard cost files in 2

yrs., 8 months ahead of schedule.

. Identified and implemented a manufacturing Direct Labor savings

program of $610,000 /yr.

. Developed an in house auditing team and identified $1,400,000 /yr. of

errors in technical cost

reduction reporting from previous year's team.

1983 to 1986 Heritage Architectural Metals, West Haven, CT;

Manufacture of metal products for the commercial building industry.

Executive Vice President of Operations 1983 to 1986.

P & L responsibilities for Manufacturing and Field Installs. Annual sales

of $21,000,000 /yr. Direct reports, 1 Mfg. Manager, 2 customer service, 1

H.R., 2 purchasing, 1 materials planner, 3 offsite field superintendents,

1 engineering manager, 9 engineers, and 1 quality control. Operational

Manpower 121 direct labor, 6 indirect, 3 foreman, 9 engineers, 2

schedulers, 1 customer service, and 2 clerical.

. Developed and implemented a "Quality is Free" program and reduced

field installation down time by 34%.

Savings $570,000 /yr.

. Implemented a professional employee objective review program. Reduced

engineering department by 18%

. Savings $80,000 /yr

. Successfully negotiated a United Iron Workers labor contract, no

increase in wages and a 4.3 % increase in

Benefits cost to company ($90,300) /yr.

. Developed standard data sheet metal sheering patterns by creating a

gang layout before each schedule.

This increased material yields by 13%, and reduced labor by 29%.

Material savings $253,500 /yr., and

labor savings of $15,500 /yr.

. Generated a 12% - Purchase Price Variance of raw material. Savings of

$630,000 /yr.

. Implemented MOB (Mfg. By Objective) Direct Labor performance review

and successfully negotiated it into

the union contract. Net results, increased productivity by 14%

with no increase in wages. Savings of

$470,000 /yr.

. Implemented a Management by Objective yearly review process to

Identify next years opportunities

1977 - 1983 RAYBESTOS MANHATTAN CORP., STRATFORD, CT

OEM of the Auto and Heavy Equipment Industry. Products Included brake

cylinders, clutch assemblies, brake pads, transmission assemblies, heat

shields, fire walls, and insulators.

General Manager of Special Friction Products 1981 to 1983

P & L responsibilities for Operations. Annual sales of $18,000,000/yr.

Direct reports, 1 Plant Manager, 2 customer service, 1 purchasing, 2

materials planners, 1 personnel, 1 engineering and 1 Quality Assurance

Manager. Operational Manpower, 149 direct labor, 7 indirect, 2 engineers, 3

foreman, 2 schedulers, and 2 clerical.

. In 1 yr. reduced scrap from a 1980 base of 7.2% to 4.3% YTD. Savings

$773,352 /yr.

. Improved order fulfillment level from a 1980 level of 91% to a YTD

level of 98.2%. Savings $480,000 /yr.

. Improved direct time on Direct Labor from a base of 78% to 89%,

resulting in a savings of $455,000 /yr.

. Developed a Vendor Negotiating Committee with the primary goal of

alternate sourcing for major items purchased and implementing a

Purchase Price Variance goal. This resulted in an annualized Neg.

Purchase Price Variance of 11% and realized savings of $364,500 /yr.

. Restructured the managerial organization with a decrease in manpower

from 20 to 16 office staff workers.

Savings of $160,000 /yr.

. 1982 sales increased 27% and capacity utilization went from 68% to

86%, additional yearly sales $480,699.

. In hearings with the National Labor Board we successfully defended

company's efforts in informing employees of benefits of a nonunion

workplace vs. a unionized company.

. Successfully led the defeat of a union organizing effort by the U.A.W.

Manufacturing Manager of Wet Friction Products 1979 to 1981

Responsible for annualized sales of $51,000,000 per year. Direct reports,

11 Manufacturing Foremen, 2 Maintenance Foreman, 3 Schedulers, 2 engineers,

4 customer service, 2 materials managers and 3 testing techs. Operational

manpower was 515

. Improved Direct Labor utilization from 83% to 91%, which annualized to

a savings of $1,341,976 /yr.

. Improved customer order fulfillment levels from 85% to 96% fill rate,

savings was $1,089,036 /yr.

. Qualified as a Preferred Vendor to the Ford Motor Co. by shipping for

six months without a rejected shipment. Preferred Vendor status

allowed all our shipments to be received and used without any incoming

inspection and or charge back procedures. This was the first time that

any of our divisions were awarded this status.

. Reduced sample making cost by implementing a salesman charge back

program. Reduced annual cost of $2,236,000 to $1,647,000. Savings were

$589,000 /yr.

. Developed and implemented a Purchase price variance goal of 3%. The

team generated a first year savings of $524,000 /yr or a 4.3% negative

Purchase Price variance.

. Reduced Overhead Staffing from 31 employees to 25, Savings of $220,000

/yr.

Engineering Manager of RAYBESTOS MANHATTAN CORP 1977 to 1979

Responsible for the entire Engineering function with emphasis on validation

of present cost, identifying potential savings and implementing a verified

cost reduction program. This position directly reported to corporate the

office in Trumbul Ct. and international consultants Boos, Allen, Hamilton

of Texas. Our products were used in the following industries, auto,

airlines, electronics, heavy equipment, computers, and NASA. Direct

reports, 7 Ind. Eng., 5 Manufacturing Eng, 11 Time Keepers, 3 data

coordinators, 2 cost analyst and 1 Suggestion Program Coordinator

. Restructured entire Ind. Engineering Dept.

. Reviewed every operation in plant of 121 operations.

. Wrote new job descriptions

. Developed std data libraries

. Yield improvement of 7%

. Productivity improvement of 24%

. Eliminated Inspection Dept, reassigned to new dept. called Pack &

Review.

. Wrote a seminar "Productivity and You", this seminar was extremely

successful in the states. Corporate office decided to take in to our

divisions in Germany, Mexico, Ireland, and Japan and then it was made

into a training film for future use.

1975 - 1977 STANLEY WORKS, STEEL DIV., NEW BRITAIN, CT

Processing of cold roll & heat-treated steels. Including slitting, plating,

and pickling.

Executive Management Trainee

This program was designed to develop Executive Managerial Personnel in all

areas of manufacturing operations and sales. Each trainee was assigned to a

Manufacturing Div. They were to work with each discipline in the division

for a period of

3 to 6 months.

. Production control; worked as planner, expediter and inventory control

analyst.

. Industrial Eng.; work measurement, methods, plant layout, developed

standard data libraries, etc.

. Accounting; Accounts payable & receivable, cost reduction auditing,

asset depreciation,

. Sales; sales service, Conn. & Mass. Sales Rep.,

. Plant Maintenance; developing maintenance procedures, developed a

preventive maintenance program and schedules for all machines.

. Purchasing; assisted in the development of a Supplier Qualification

Program

. Manufacturing Management: Assisted Plant Mgr. as Manufacturing Liaison

to the Union.

. Quality Control; Assisted in the development of a statistical quality

control concept.

PERSONAL DATA

Bachelor's Degree in Industrial Technology from Western States College of

Engineering, Inglewood, CA.

H.B. Maynard Institute of Industrial Engineering, Charlotte, North Carolina

Wrote MFG. Management by Objective ( MMBO) "Productivity and You" seminar

MMBO Seminar Manager, National and Internationally (Ireland, Germany, &

Mexico)

Taylor Metallurgical Certification program.

Heidelberg 2 color digital press certification

Thomson Die cutting certification

Quality is Free certification

Statistical quality control

Married, two children

8 yrs. President Pop Warner Football

9 yrs. President of Babe Ruth youth baseball

Head Coach Babe Ruth Wildcats. Winners of "Cooperstown HOF 2003

Championship"

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