Manager Management

J e r ry Varner

**** ******* **-******* ****, I L-jer **.******@****.***

OPERAT IONS MANAGEMENT

Experienced management professional with proven skills in process improvement and value creation in both union

and non-union environments. A resourceful leader and team builder that works to solve problems through

collaboration and process analysis while applying lean principles. Well versed in continuous improvement through

lean manufacturing principles as applied to entire business from front office to shop floor.

CORE COMPETENC IES

Team Building Change Agent Capital Projects

Lean Manufacturing Financial Management Budget Management

PROFESSIONAL EXPER IENCE

Colony Display 1/12

- P resent

Directly responsible for all of all operations in the facility producing both wood and metal fixtures, including manufacturing,

d istr ibution, inventory control, production planning, IT and facilities management of a 650,000 sq. ft. plant with 500 hourly

a nd 25 salary employees.

P lant Manager – Elgin, I L

• Leading a culture change that applies lean manufacturing principles

• Implementing a ERP system and setting up perpetual inventory management

• Mapped raw stock warehouse and assigned location schema

• Established tracking metrics for fabrication and assembly departments

L.A. Darling Company 5/90 – 1/12

Operations Manager 8/2011 to 1/2012, Wood Division, L.A. Darling

Directly responsible for all operations of Wood Division, including manufacturing, distribution, IT services, production

p lanning and facilities maintenance of a 300,000 sq. ft. facility with 75 hourly and 15 salary employees and has $35 million in

revenue.

• Implemented new production scheduling procedures that reduced shipment shortages by 50% in the fi rst month

J e r ry Varner

3517 Lindsay Ln-Crystal Lake, I L-jer **.******@****.***

• Created a cross functional team to analyze make vs. buy opportuni ties to determine best fi t for facili ty capabilities

• Orchestrated downsizing of operation after large shift in demand while still maintaining established 15% before tax

p rofi t margin

Manufacturing Manager 5/2011 to 8/2011, Wood Division, L.A. Darling

Managed all of manufactur ing, IT services, production planning and facilities maintenance which consisted of 195 hourly and

20 salary employees and has $35 million in revenue.

• Efficiency was increased by 20%, from 64% to 84% in the fi rst three months in the position by active personnel

management and process improvements.

• Re-segmented business units by product family based on 80/20 of production parts being produced on each line and

established finished good kan ban for H igh Volume parts.

• Developed and implemented standard work instructions for all final assembly jobs.

Business Unit/Operations Manager 8/2010 to 5/2011, Major Metal Division, L.A. Darling

Began operations of a new business segment, powered cashwrap systems, it was targeted for growth over the next three years.

Responsibili ties included segmentation and movement of uni t to stand alone facility, sourcing equipment, site selection, hi ring

of employees, equipment set up and layout and the development of a business plan.

• Determined facili ty location based on incentives provided from local municipalities, secured facility

• Sourced and procured machinery for unit, planned and set equipment for optimum f low of product

• Worked directly with customer to develop product for ease of manufacture and installation

• Set manufacturing kan ban levels based on customer demand and lead time of foreign partners

R apid Continuous Improvement Manager 5/2009 to 8/2010, Wood Division, L.A. Darling

Developed and maintained the 80/20 segmentation for all production units, facili tated the movement of product from each

b usiness uni t and from active production to outsource as different levels of criteria were met.

• Conducted monthly analysis of products sold and assigned them to production units based on year to date sales

• Part of an autonomous cross-functional team addressing corporate wide processes and productivity to prepare for

i mplementation of a new ERP system

• Assumed control of Distribution operations in two facili ties that had 60,000 backorders, reduced to 60 after two

months while increasing shipping throughput to match increased sales.

• Streamlined accounting cycle procedures to reduce the time it took to process receivables and payables on average by

3 days

• Implemented new procedures that reduced quote requests from customer from 7 days to 2

J e r ry Varner

3517 Lindsay Ln-Crystal Lake, I L-jer **.******@****.***

• Completed Graduate School at Arkansas State University earning a MBA while working full time

Business Unit Manager 8/2006 to 5/2009, Wood Division, L.A. Darling

Responsible for the Management of the operation of a $7 mill ion business unit, which included operations management,

sourcing of raw materials needed by the unit with full P&L responsibility for uni t.

• Increased profit before tax from 14% to 22% while lowering price to customer. Through process improvement,

material sourcing and manpower management.

• Set up visual for all raw and finished goods

• Performed all quoting of product and communication with customers

• Completed Bachelor of Science in Business Administration, while working full time

Production Supervisor 8/1996 to 8/2006, Wood Division, L.A. Darling

Responsible for the day to day management and scheduling of the fabricating and assembly departments; supervising 95

hourly and 4 lead people.

• Facili tated the movement and layout of all equipment in the plant to increase th ru put based on lean manufacturing

p rinciples

• Facili tated Kaizen events for multiple projects to support continuous improvement initiative

• Cross t rained employees in fabrication department to increase f lexibili ty during slow periods

Lead Setup 5/1990 to 8/1996, Wood Division, L.A. Darling

This position ensured all jobs within the department were run to specification and expedited orders through the shop to meet

scheduled goals. Conducted weekly safety meetings and communication meetings with associates and was a certified trainer

for lock-out tag-out and NESHAP requirements due to our air permits and chemical usages.

Education

May 8, 2010 M aster of Business Administration A rkansas State University,

Jonesboro, AR

December 14, 2007 B.S. Business Administration A rkansas State University,

Jonesboro, AR

J e r ry Varner

3517 Lindsay Ln-Crystal Lake, I L-jer **.******@****.***

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