Manager Customer Service
Resume:
R andall E. "Randy" Bell
Uniontown, OH 44685
330-***-**** (Home)/216-***-****(Cell)
E-mail: abg2e8@r.postjobfree.com
Senior Manager with an extensive background in manufacturing/operations management within a variety of industries: automatic
meter infrastructure, garage door openers, video gaming devices, automotive components, electronic controls, high voltage
t ransformers, microwave and television consumer products. Achievements in multi-plant operations with a proven track record in
building strong independent teams. Experienced leadership in developing off shore sourcing.
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Strategic Planning Inventory Management
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Six Sigma Champion Customer/Technical Services
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QS9000/ISO Implementation Cost Control
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Greenfield startups Facilities expansion and Consolidation
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Union Negotiations Union/Non-Union Environments
PROFESSIONAL EXPER IENCE
ACLARA (RF D IV ISION) - Solon, Ohio - Leader in the new high tech automatic meter infrastructure for public, municipal and
p rivate utilities. $100+ million division. One manufacturing plant that contains purchasing, production, shipping and receiving.
Vice President of Operations (2008-Present)
Responsible for all aspects of operation including purchasing, planning, master scheduling, manufacturing engineering, inventory
control, production, shipping/receiving/warehousing, facilities and maintenance. 145+ employees.
• Restructured and organized operations to handle extreme growth in short time period.
• Introduced appropriate processes and automation to achieve maximum efficiencies and margins.
• Introduce new tracking and measurement systems to measure improved performance of operations group.
• Developed cost initiative program that has shown a 5% cost reduction the first 2 years.
• Improved plant efficiencies from 70's to 90%.
• Improved FPY of final test from 60-70's to upper 80 and 90 %.
• Introduced Parametric and MDA testing that has resulted in new product FPY being in the upper 90%.
• Introduced basic LEAN techniques that has reduced labor by a minimum of 20% while increasing output.
• Played integral role in the introduction of new ERP system.
• Oversaw development of completely new planning system.
• Oversaw New Product Introduction of a multiple of new products with minimal impact to daily operations.
• Rebuilt Return Material Authorization system to meet customer's expectations.
• Relocated manufacturing to new plant with no loss of customer service or deliveries.
OVERHEAD DOOR (ACCESS SYSTEM D IV IS ION-GEN IE GROUP) - Alliance, Ohio - $200 million plus division
manufacturing Genie and Overhead Door garage door operators and accessories. Consisting of 3 manufacturing plants and 1
national distribution center plus support functions.
Vice President of Operations (2000-2007)
Led 800+ operation employees. Member of divisional executive staff. Multi-site, multi-shift, high volume manufacturing in 4
facilities in 3 states plus divisional materials controls to include the following: master scheduling, inventory control, customer
service, technical services, distribution center and procurement. Established Asian sourcing plan and China operations.
I mplemented Six Sigma culture and program.
D i rector of Operations (1999-2000)
Managed 650+ divisional employees. Responsible for all operations performed in each facility not limited to but including
engineering, production, quality, material/inventory control and human resources.
Plant Manager (1998-1999)
Oversaw 300+ employees. Multi-shift "just-in-time" high volume electronics manufacturing plant. Senior site manager with full
responsibility for every aspect of this location's operation including manufacturing engineering, production, material/inventory
control, mro purchasing, quality, and human resources.
• Reduced finished and raw materials inventory by 60% by establishing new inventory levels and safety stock,
developing an inventory control plan and creating a Director of Materials position to control inventory and
production scheduling.
• Lack of planning models and material control resulted in extremely high headcounts and WIP - Developed planning
models to optimize headcount, work in process, and finished goods. This helped support the 60% inventory reduction
and reduced headcount by up to 40% in some plants.
• Excess capacity throughout the division resulted in poor margin performance - Improved productivity by
consolidation of operations resulted in a 1.4 year payback. Developed overall plant optimization strategy to
Randall Bell Resume - Page 2
reduce facilities and personnel from twelve facilities to six manufacturing and two distribution facilities with less
than a 2 year payback.
• Guided an outsource project to move motor line to a Mexican operation resulting in a headcount reduction of over
15% and a cost reduction of 10%+.
• Poor product quality resulted in R&A and rework costs out of control - Improved division quality control from target
of 65,000 ppm to 3,000 ppm in one facility and less than 500 ppm in two facilities.
• Introduced Six sigma Culture to achieve a $2 million plus cost reduction.
• Eroding margins year after year - Established China based operations for procurement and future manufacturing.
Set 10% annual cost reduction from China operations.
• Negotiated 2 separate 3 year Zero cost union contracts.
KEV IN SHARP ENTERPR ISES - Mu rfreesboro, TN - P rivately owned. $8 million approximate sales. 28 employees. Design
and manufacture of video game machines for the gaming industry.
Operations Manager/Internal Consultant (1997-1998)
Key responsibilities included product design and internal consultations on manufacturing and procurement issues.
• Lack of inventory control caused excess inventory and inventory outages - Set up inventory management system.
• No control or success with internal design engineering - Established and coordinated outside design group to meet
aggressive development schedule for new products.
JOHNSON CONTROLS (V INTEC D IV ISION) - Mu rfreesboro, TN - Joint venture between Johnson Controls and Ikeda Busan
supplying both Nissan and Mercedes. 260 employees. $160 million annual sales. Multi-shift "just-in-time" automotive seats and
headliner manufacturing plant.
Operations Manager (1995-1997)
I had full responsibility for all manufacturing and ancillary functions in the headliner plant. Shingo Award recipient. QS9000.
• Lack of a manning model headcount was not under control - Optimized manning models to maintain improved
headcount to meet production requirements.
• Automotive industry requirements mandated implementation of QS9000 - coordinated QS9000 implementation.
• Consistently failing to meet Nissan quality expectations - Achieved and maintained less than 100 ppm quality level.
• Developed and implemented strategic plan to take facility from a loss standpoint to profitability.
SQUARE D POWER MON I TOR ING & CONTROL SYSTEMS - LaVergne, TN - Subsidiary Schneider SA - Corporate revenue
$1.65 billion.
L aVergne plant sales $37 million, with 125 employees. Start-up division. Design, manufacture, sell power monitoring and control
systems.
Manufacturing Manager (1992-1995)
In charge of all aspects of manufacturing, facilities operation, purchasing, customer service and technical services.
Senior Manufacturing Engineer (1990-1992)
• Greenfield startup of new division.
• No identified quality or process controls - Headed up ISO certification team.
• Certified quality coach and t rainer.
• Responsible for planning, negotiations, justification and oversee move to new facility.
SCOTT FETZER CORPORAT ION (FRANCE D IV IS ION) - Fairview, TN - M anufacture high voltage transformers and
electrical devices. $56 million annual sales. 250 employees.
Manufacturing Engineer (1984-1990)
EARL IER EXPER IENCE
Line Supervisor - M icrowave/Television Manufacturing Production Manager - E lectronic Products
Electronics Technician - US Navy Submarine Force
EDUCAT ION ... TRA IN I NG
Studied core curriculum subjects - Middle Tennessee State University
United States Navy Electronics "A" and "C" Schools
United States Navy Submarine School
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