Sales Plant
Resume:
John R. Didinger
Boyertown, PA 19512
E-Mail *********@*******.***
Objective and Strengths
Desire to utilize my strengths to support a shared set of objectives,
increase the company's growth potential and make a difference while
being a key player in a strong team. Continue to personally grow
experiences and learn new techniques to attain desired results.
Management Style - I am a hands-on Controller who understands what it takes
to accomplish day-to-day work. I work together with resources available
review work flow and listen well to address any and all related issues
while attaining a high level of creditability.
Communication - Working in Mfg the majority of my career has given me the
ability to coordinate working on the floor and attaining information on
issues and working with Operations mgt to address those while reducing cost
to the company. Also able to work with Sales teams and develop
communication channels to reduce complexity in product mix and just in time
production points. Also negotiating vendor agreements to enhance cash flow
for operation of plant and allow for room to maintain our older array of
equipment.
Operations - Spending much of my day on the operations floor enables me to
understand the financials from a perspective of very few controllers. It
also enables me to better communicate the real issues with financial
related reports pertaining to performance and KPI's from the operations to
Upper management to cut waste and create value in the operations. Having
actually managed production facilities at ESW and Dana has strengthened my
skills for applying financial information to the production floor.
Data Mining - Having spent this time with Operations Mgt and also engineers
I have always gotten a lot of questions around "Where did you find the
problem?" Well that comes from digging into the data of the MRP/ERP system
and developing reports that support my conclusions. These reports then get
molded into formats all parties are comfortable with to report on whatever
basis the audience is looking for.
Cost Accounting - Working in Mfg environments I have learned that costing
(STD/ACT/AVG/Job) and being able to develop understandable reporting to
Operations on variances at all levels, fixed, variable, and material or
labor is critical to the success of the operations. I am motivated by the
difference I can attain in this area by delivering better bottom line
performance.
Summary of Experience
2012 - 2012 Reading Truck Body, LLC., Reading, PA 19607
(Utility Truck Body Manufacturer and Distribution, 120Mil
Revenue 500 employees)
Controller - Reporting to CFO
Responsible for all financial aspects of Manufacturing
facility and also the Distribution arm of the business
Reading Equipment Distribution. Establish measurable KPI's,
and deliver performance to EBITDA.
Accomplishments -
. Reduce DOM for close by 2 days. Develop a schedule of
business unit responsibility and open communication between
finance and operations to build sense of urgency and
discipline in the close process.
. Trained Staff in Process Deployment. By interviewing the
Plant personnel and discussing with Engineering were able to
better determine root cause of related issues and enact
direct change in the processes.
. Initiated Quote Review Process. Successful in building quote
review process to increase win ration of quotes. Developed
plan to reduce the number of systematic quote errors be
reviewing with operations personnel before submission.
Develop standardized flow.
2011 - 2012 Polyflow, LLC., Oaks, PA 19456
(Fluid Transport Manufacturing in Oil and Gas Industry,
16Mil Revenue 30 employees)
Controller - Reporting to President
Responsible for all financial aspects of recently
purchased entities. Establish auditable books for operating
company and 2 holding companies. Establish measurable KPI's,
and deliver performance to EBITDA.
Accomplishments -
. Reduce DOI by 5 days. Develop production plan for operating
entity to direct plant personnel in what production to make
in the next week instead of having production runs that
built inventory to next month. ($500K Cash Save over 3
months, free up Operating Capital)
. Increased SF/Day by 10%. By interviewing the Plant personnel
and discussing with Engineering were able to better
determine root cause of production related issues and enact
direct change in the process. ($150K Saving/Yr annualized)
. Initiated lean activities. Successful in building lean
initiatives into operations by enforcing scheduling and also
relations on the floor, invoking 5S and standardizing flow.
. Auditable Books. Successful in achieving company's first
full audit for Venture Capital Member Company by
establishing controls and processes in finance.
Plant Manager - Reporting to CEO
Responsible for all operating facets of the plant to
develop continuous improvement using measurable KPI and
other metrics. Establish all baseline BOM's to support
better quoting system with Sales.
Accomplishments -
. Increase throughput. Increase sense of urgency in plant and
make all aware of all tasks needed to be completed. Increase
PM Frequency to establish more equipment uptime and
reliability. Establish needed Employee training program for
cross training and equipment knowledge.
2007 - 2010 Dana Holding Corporation, Pottstown, PA 19464 (Leadership
Team Change)
(Automotive, Manufacturing and Assembly, 4Bil Revenue 22,000
employees)
Controller - Reporting to Can-Am Controller
Responsible for all financial aspects of the Pottstown Plant,
while reducing cost and attaining compliance standards of 100%.
Accomplishments -
. Direct Cost savings of over $2M delivered from for example,
driving a MFO reduction in facility lease expense that
delivered $750K/Yr along with reducing MRO tooling buys to
better match the current production flow that delivered
$350K/Yr and also another $165K from a State Sales Tax refund
caused by a utility related error and a proposed $350K of
energy savings developed from open market bidding.
. Develop KPI reporting mechanisms and deliver on time
reporting to plant and upper mgt.
. Develop and Report Shipment and Production Scheduling for all
floor supervisory and plant mgt personnel to see weekly
demands on plant and adapt workforce to support.
. Developed training program for Controllers in other plants to
attain same level of review. ($400K delivered)
. Cleared all compliance related issues. When I arrived in 2007
there were many audit related items open from 2006 including
unsupported STD costs. Developing plans to add reporting to
support all STD costs down to machine levels cleared these.
($600K risk reduced to $50K)
. Emergence from bankruptcy. When I arrived in 2007, the
company was bankrupt and by attaining the initiatives above I
was able to support the emergence from bankruptcy in Jan 2008
and with these tools survive the recession in 2009 and
forward.
. Reduce close cycle from 5 days to 2 days with same level of
accuracy and information.
2006 - 2007 Management Consulting, Various, PA (Full Time Opportunity)
(Various Industries, Company size large and medium)
Consultant
Responsible for projects as assigned and completed in a timely
manner.
Accomplishments -
. Sales and use tax returns for 25 states completed timely.
. Training for on-site personnel to gather data for return.
. Develop order query so that new quotes would have tax impact
reflected and reduce any possible confusion on status at
point of order and invoice. ($100K in prior year disputes to
tax)
. Forensic Cost Accounting. Cost Mgr had been released prior to
assignment and I needed to re-develop his methods for month
end and put into formats and software's that were current to
the company going forward.
. Develop Operations reporting. Training of on-site cost
accountant in communicating with Operations Mgt and targeting
cost reduction initiates to problem lines and machine
operations. ($40K of waste defined)
. Develop STD costs and roll. Train on-site cost accountant to
roll STD costs and support all STDs and understand the basis
for the calculations.
. Develop Daily Operations variance reports. Develop and train
on site cost accountant in reporting to operations management
to reduce cost and understand variances daily in production.
2005 - 2006 Environmental Materials, LLC., Orwigsburg, PA 17961
(Management Change)
(Stone Veneer and Brick fascia, Manufacturing and
installation, 75Mil Revenue 350 employees)
Regional Controller - Reporting to Sr. VP Operations and CFO
Responsible for all financial aspects of East Coast
Operations, comprising of 5 sites including 2 Plants.
Establish strong teams in each region and support GM's in
regions with initiatives to attain company related goals.
Accomplishments -
. Reduce DOS by 10 days or $100K. Did this by changing team in
A/R hiring new A/R manager and supporting her with contacts
and sales support to stop shipments.
. Reduce DOI by 5 days. Develop production plan for NE region
to direct plant personnel in what production to make in the
next week instead of having production runs that built
inventory to next month. ($100K Cash Save)
. Increased SF/Day by 15%. By reporting the data to Plant we
were able to reduce wasted production changeovers and
increase productivity in product flow and material on-time
delivery. ($350K Saving/Yr)
. Initiated lean activities. Successful in building lean
initiatives into operations by enforcing scheduling and also
relations on the floor.
. Manage all HR related activity on East Coast. Hire and fire
all teams and develop strong relations with GM's of Regions
to attain local goals and objectives. Hired 2 plant managers
during this time and molded their skills to the teams.
. Placed in GM Training Program. Was placed in GM training
program to manage all aspects of region, Sales, Estimating
and Administration and Operations.
2005 - 2005 Cabot Supermetals, Boyertown, PA 19512 (Office
closed after Labor Strike)
2003 - 2005 Uniform Tubes Incorporated, Collegeville, PA 19426
(Offer to work closer to home)
1999 - 2002 Resco Products, Inc., Norristown, PA 19404 (Office
closed after move to Pittsburgh)
1993 - 1999 TJ Business Enterprises Inc., Boyertown, PA 19512
(Still successfully operating)
1988 - 1994 General Refractories Company, Bala Cynwyd, PA 19004
(Company sold to HWR)
1987 - 1988 Southland Corporation, Gibbsboro, NJ 08026
(Left to enter Mfg Industry)
1984 - 1987 Meritor Mortgage Corporation - East, Springfield, PA
(Increase in challenge)
Scholastic Record
Villanova University, Villanova, PA
Bachelor of Science in Accounting, 1984
Skills
Computer Applications
. MS8 QAD Implementation BPCS Implementation
. Kronos / PeopleSoft Fourth Shift Syspro
Implementation / Integration
. Peachtree AS400 Oracle / HFM
. Quickbooks MAS90 MS Excel / Access / Word /
Outlook / PowerPoint
Industry Lines
. Automotive Refractory Construction
. Software Confectionery Retail & Service
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