Customer Service Manager

EDWARD RICHARD HALLENBECK III

*** ***** ***** • Milford, PA 18337

Residence: 570-***-**** Mobile: 570-***-****

Email: ab9m5i@r.postjobfree.com

PROFESSIONAL EMPLOYMENT

May 2011 to present

VALUE STREAM LEADER (OPERATIONS MANAGER)

Responsible for all production operations in support of the Spence Value Stream. Directly manage team of mechanical

engineers, production supervisors, production planners, and material buyers, and 50 unionized employees. Direct the

plant level environmental, health and safety programs and facility maintenance activities.

Key Accomplishments:

• Negotiated union contract with local sheet metal workers union resulting in a $95,000 per year savings

to the company by achieving a total compensation package 1.5% lower than budgeted (2012)

• Responsible for SD initiatives and SQDCCE metrics

• Reduced product lead times from over 22 days upon arrival at Walden facility to 11.9 for standard

product offering.

• Achieved an on time delivery percentage increase going from 65% to 95% in May of 2013

• Responsible for capital budget management of $700,000

• Reduce OSHA Incidents from 12/year to 4 in 2012 and 0 YTD 2013 through revamped EHS program

• Workers compensation claims paid reduced from 87K in 2012 to 37K YTD in 2013

• Spence Regulator Margin surpassed target of 41% achieving 50.9% in June 2013

• Reduced Overtime from 17% of total hours worked upon arrival to 3% YTD through June 2013 (75%

reduction-200K)

• Implemented Aggressive SMED program in machining and Standard work templates and daily GEMBA

process in assembly

• AOI (adjusted operating income improved from 14.9% to 20.5% YTD 2013

Brady Corporation Electromark Div. January 2010 to May

2011

SITE LEADER

Wolcott, New York, 14590

Serve as production Site Leader for a 13 million dollar per year high volume print manufacturing business of 137

employees including salaried and hourly personnel responsible for full profit and loss of the operation. (Non-union)

• Perseverance, and Dealing with Uncertainty: Became Site Leader in January 2010. Assumed complete

facility control and returned business to profitability; from 13.8% IFO to 24%. Able to achieve targeted

improvement within 4 weeks of assuming new role thus preserving manufacturing operations in Wolcott.

Direct daily operations of print manufacturing business: planning, finance, operations, human resources,

engineering, purchasing, shipping and receiving departments with over 137 full time employees. Continually

analyze operations, procedures, and policies to achieve highest efficiency and implement best practices.

Recommend and implement range of process improvement initiatives through Lean Six Sigma practices.

Implement, apply, and interpret policies, regulations, and directives.

• Project Management, Analysis and Workflow Management : Actively manage daily manpower

requirements using statistical measurements for productivity. Oversaw completion of facility wide lean

transformation program moving from batch process to “Toyota Management System”. Create project timeline

and assign, monitor, and adjust tasks according to staff strengths/weaknesses to fulfill deadline completion.

Review progress and make production and priority adjustments as needed. Manage multiple task lists to

complete projects with adjacent deadlines. Resolve problems and issues, including crisis situations.

• Inventory Management Production Control : Take inventory and plan orders to regulate flow of product

and ensure stock levels meet event and daily needs. Research best practices and vendors including

developing stocking strategy for business; establish delivery protocols and resolve delivery problems.

Maintain inventory turns, monitor usage and storage to ensure efficiency, and reduce waste. Negotiate,

administer, and oversee vendor and service contracts.

• Budgeting Funds Management: Develop pricing and cost accounting procedures. Work with finance and

sales and marketing groups to develop high level blanket pricing agreements. Analyze and forecast product

and labor costs estimates. Apply due diligence to projects to ensure feasibility and cost effectiveness.

Compile budget information and apply generally accepted accounting procedures. Responsible for 5% per

annum Cost of Goods Sold reduction. Perform cost and price and comparative analyses and determine

margin impact. Identify and resolve budget issues and develop cost-cutting solutions to ensure budget

adherence. Brief management and recommend cost control improvements and budget adjustments including

month end briefings with Vice President of Operations-North America. Create capital and expense operating

budgets each year to executive management with cost justification offsets from increased productivity,

decreased operational costs, application of technological innovation and or resulting in significant overall

operation profitability and income from operations (IFO)

• Data Management Queries and Financial reporting: Responsible for SQDCC (Safety, Quality, Delivery,

Cost and Cash) metric generation from mainframe system putting into PowerPoint for monthly senior

management presentations. Review all cost performance including monthly consolidated Profit and Loss

Statements, reporting on same. Run reports in Visual FoxPro, SAP-BW environment for core data downloads,

manipulate data using Excel or Access.

• Personnel Management: Direct professional salaried staff including: Materials Manager, Purchasing,

Finance Manager, Human Resources, Health and Safety Coordinator, Customer service Manager, Operations

Supervisors, and Facilities and Engineering. Direct oversight of 117 hourly employees including: artists,

production planners, purchasing clerks, SAP configuration specialists, production employees, shipping and

receiving personnel. Promoting teamwork and communication. Provide continual training and coaching to

improve employee performance, job knowledge, and career advancement; also, serve as point of contact for

benefit information.

• Computer Systems Knowledge: Visual FoxPro query writer software experience coupled with SAP and BW

report writing and query capability. Substantial experience using full Microsoft Office Suite with heavy

emphasis on Access relational database, Excel for budgeting and analysis, Word and PowerPoint for

professional correspondence, training and communications.

Key Accomplishments:

• Successfully turned around underperforming business. Improved customer service from 70% to 87% in 4

weeks by fostering a bottom up team approach to problem solving.

• Instituted process changes to increase efficiency and change mind-set from reactive to proactive. Created

standard work for newly hired value stream managers and took over daily control of the front office support

staff including: customer service, art, planning, engineering, HR, and finance integrating front and back

office operations.

• Persevered and was promoted to Site Leader position after just two months with the Brady Corporation.

Future of the business was highly uncertain due to depths of financial underperformance.

• Managed Lean Daily Management Production System, visually managed inventory systems and information

management for production, scheduling, and cost control.

• Actively built team mindset stressing interdepartmental cooperation and employees’ role in organizational

success. All major metrics for the business made improvements and continue to improve over time.

• Completely revaluated the staffing structure to bring in line with cost and financial performance

considerations resulting in 24% income from operations (IFO).

• Put in place Materials Management team with emphasis on establish vendor contracts for major

commodities. Establishing vendor lead times and measuring delivery performance and creating "vendor get

well" action plans for underperforming vendors.

• Established active 5-why team based problem solving culture emphasizing root cause and failure mode

analysis with emphasis on establishing true root cause countermeasure identification and implementation to

prevent recurrence of systematic quality, delivery, and financial errors.

Brady Corporation Electromark Div. October 2009 to January

2010

PLANT OPERATIONS MANAGER

Served as production Plant Manager for a 13 million dollar per year high volume print manufacturing business of 137

employees including salaried and hourly personnel responsible for the daily operations and production personnel

including the production planning and purchasing functions. Only in position for 2 months prior to being promoted to

Site Leader.

Cooper Industries Crouse Hinds Division October 2008-October

2009

(MVP) Management Variance Program-Six Sigma Project Specialist

Using Six Sigma methodologies and statistical process based improvements to lead cross functional teams in

manufacturing operations throughout the division. Supporting a division goal of 3% COGS reduction. Direct Six Sigma

events using statistical toolsets to analyze and improve complex manufacturing processes including lean flow design,

inventory reduction, SMED, and focused Kaizen.

• Responsible for Division Staffing Metrics (31 Plants worldwide)-make headcount alignment

recommendations: Maintained an Excel based calculating tool taking into account each facilities hour

generation versus man hour expenditure and deriving a ratio of the best manpower to earned hour ratio over

a 24 month period. The staffing calculator recommended optimum plant hourly and salaried staffing levels.

Tool became accepted standard by which executive management determined staffing levels at 31 plants

worldwide. Compiled each sites input data, reconciled discrepancies and worked with site leaders to achieve

desired staffing levels. Lead Kaizen/Lean manufacturing events and train local engineering and MVP assets in

lean methodologies

• Lead high impact COGS reduction projects: Work with site leaders from across the division to drive MVP

Six Sigma cost reduction or operational efficiency programs in their facilities. As a MVP Six Sigma Green Belt

advisor I was tasked with providing expert leadership in operations improvement events, 5 day kaizens,

SMED and Office Transactional improvement efforts. Act as a resource for any production facility, but MTL

European division in particular to achieve their 3% COGS reduction goals through MVP toolsets.

• Direct oversight for the M.T.L division of Crouse Hinds – Reviewed MVP projects, acted as liaison with

remote sites, worked with remote managers to trouble shoot projects, conduct deck building sessions with

local MVP champions and monitor COGS reduction goals: As a direct liaison between executive management

at the divisional headquarters and the MVP staff in the European MTL division of Crouse Hinds. Worked with

MTL senior managers to develop COGS cost reduction deck, load projects into tracking database, conduct

monthly deck progress pulsing calls and ensure division would achieve cost reduction goals as set by

management. Used SAP BW (Business Warehouse) tools data mine key performance metrics and report

same.

• Special Projects: Assigned to a 2 man team to establish a fully functional light assembly manufacturing

facility in the Kingdom of Saudi Arabia. Solely responsible for the CAD layout, design and build out of the

facility. Designed, negotiated and purchased with local vendors all work benches, testers and miscellaneous

equipment for use in the new facility within the Greater Gulf Coast region and in KSA. Conducted interviews

for and oversaw the hiring of: production supervision, technical application engineering, purchasing and

hourly production staffs. Developed local inventory management policies and established local supply

chains. Worked extensively with transportation and importation authorities including international freight

forwarding agents for the importation of SASO approved electronic components for use in the facility.

Negotiated short and long term contracts with local vendors for goods and services. Met with Local Saudi

ARAMCO officials for the purpose of securing ARAMCO product approvals for use in National Oil Facilities.

Responsible for project budgets and deadlines total over $250,000 in initial startup costs not including initial

inventory stocking. Spent 6 months in the Kingdom of Saudi Arabia.

Cooper Industries Crouse Hinds Division June 2005 - October

2008

Operations-Team Orange/Operations Manager

Responsible for manufacturing operations and strategic direction with full P&L responsibility including long range

planning, problem solving, and operational performance monitoring; directed a staff of 14 salaried employees

including front line supervisors, tool-design engineers, CNC programmers, quality control department staff, planner

dispatchers, and 140 unionized hourly associates in a dynamic manufacturing environment.

Key Accomplishments:

• Responsible for 9 million dollars in WIP/FG and purchase inventory and maintaining 6.0 inventory turns

• Reduced unit scrap from $216,000 in 2006 to $116,000 in 2007 and $67,000 in 2008 by implementing

weekly quality and scrap review meetings and an MRB board.

• Reduced perishable tooling expenditures by $179,000 dollars in 2008 by limiting tool request approvals

• Team achieved a 67% reduction from 2007 to 2008 in safety-OSHA-recordable incidents by implementing

twice weekly Tool Box meetings, enhance monthly safety inspections and STOP program spot inspections.

• Finished 2007 $1.1 million dollars under variable allotted budget through significant productivity

improvement

Cooper Industries Crouse Hinds Division June 2003-June 2005

Operations-Team Blue Superintendent/Operations Manager

Direct all aspects of production, machining, assembly, quality systems, and order fulfillment. Hold P&L and budget

responsibilities. Provide cross-functional team training, coaching, and mentoring. Directed a network of 5 supervisors,

2 coordinators, 4 warehouse support personnel, & 135 hourly employees across all shifts in accordance with company

driving force goals.

Key Accomplishments:

• Achieved and maintained 98% finished goods customer service allocation and 98.7% on non-stock orders

which was an improvement from 90.4%, finished goods and 93% for non-stocks.

• Reduced inventory in thousands from $2,348 to $1,497 through elimination of duplicative levels of floor

stocked inventories and Kanban systems.

• Reduced cost per standard hour from $108.48 to $91.32 and increased operating margins from 13.1% to

14.1%.

• Reduced departmental operating expenses by $386,000/year. Reduced departmental headcount from 39

employees to 21 while maintaining over 13.7 million dollars in sales

• Increased departmental productivity from 40.1% to over 54%. Assumed responsibility for warehouse,

shipping and receiving departments and transitioned staff to new enterprise SAP system.

Cooper Industries Crouse Hinds Division November 2000-June

2003

Operations-Supervisor Large Casting Business Unit

Direct all aspects of production, machining, assembly, quality systems, and order fulfillment. Developed and

maintained monthly adherence to cost and capital budgets. Provide cross-functional team training, coaching, and

mentoring. Directed a network of 1 coordinator, 4 planners, & 22 hourly employees across all shifts in accordance

with company driving force goals.

Cooper Industries Crouse Hinds Division May 1999-November

2000

Operations-Supervisor 3rd shift

Cooper Industries Crouse Hinds Division February 1998-May 1999

Operations-MRO Inventory Analyst

Syroco Incorporated May 1992-February 1998

Baldwinsville, New York 13212

Inventory Senior Systems Analyst

Inventory Control Analyst I

Second Shift Assembly Supervisor

Purchasing Junior Buyer

Human Resources Generalist

Shipping Clerk-Transportation Department

Masters of Business Graduate Classes: Non Degree (12 credits). LeMoyne College, Syracuse, New York GPA

of 3.5.

Bachelor of Arts, Political Science & International Relations: SUNY, Buffalo New York fall 1987-May 1992. 2.6

GPA.

Professional Development Education:

• OCM BOCES-Liverpool New York 1998: Supervisory Leadership and Team Building

• Cooper Industries-Syracuse New York: Lean Manufacturing Methodology, MVP, TPM, Kaizen, Safety LSA,

Operational Stability statistical inference

• SAP Mainframe Power user training (train the trainers series) warehouse module expert

• MVP Sponsor Training Certified 2006

• MVP-Six Sigma Green Belt Certified Fall 2008

• Brady Corporation-LDM Floor management, TPM, Hoshin building and rollout communications, Toyota

Production Management philosophy (TPS), MPS sizing and implementation (Kanban), Active 5-S, A3 scoping

and use

• CIRCOR-Spence Engineering CPS (certified problem solving) 2012

• CIRCOR-LEI lean accounting seminar-LEI Boston Fall 2012

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