Mark Angers

** ****** ***

Oak Island, NC. *****

Telephone: 910-***-****

abgpp5@r.postjobfree.com

Objective: To obtain a leadership position with a progressive organization that will leverage

my broad operations background and professional experiences

All-Spec Industries

President

Wilmington, NC. 4/02 to 5/12

Responsibility of a distribution operation selling to the electronic industry. Increased customer

delivery performance from 75% same day shipment to 97% through process improvements in the

customer service and warehouse operation areas. Increased gross sales from 3.1 million to

20 million with a projected 10% growth in 2012 to 22M. Improved net general & admin expenses from 27% of gross sales to 16%. Improved net income from 6% to 11% with a 2012 projection of 12%. Defined and developed procedures and standard work for total order cycle including customer quotes. From this the following results were obtained with the same staffing level:

1. 33 orders taken daily 2002, 39 orders taken daily 2003, 47 orders taken daily 2004

59 orders taken daily 2005, 83 orders taken daily 2006, 110 orders taken daily 2007

134 orders taken daily 2008, 285 orders taken daily in 2012

1. 54 cartons shipped daily 2003, 66 ctn shipped daily 2004, 80 ctn shipped

daily 2005, 112 ctn shipped daily 2006, 150 ctn shipped daily 2007, 194 ctn shipped

daily 2008, 425 ctn shipped daily in 2012

1. Reduced printed and mailed customer invoices. 2004 all invoices mailed, 2005

40% mailed, 2006 30% mailed, 2007 25% mailed, 2008 20% mailed, 2012 10% mailed.

This resulted in a $16,000 savings in postage alone as well as a 1.5 hrs a day labor

1. Total paperless customer order process and warehouse operation

Tuthill Corporation 8/01 to 4/02

Operations manager/Plant Manager

New Haven, IN.

Overall responsibilities for a $35 million manufacturing facility providing motion transfer

solutions- spherical bearings, ball joints & rod end assemblies reporting to the president.

Created new organizational structure based on functional teams in a focus plant environment.

Implemented customer service functions into the operations group. Hired and developed

staff to support new structure. Downsized linkage group moving the Elk Grove, IL.

facility into the New haven facility without plant square footage increase. Developed and

implemented 10 new work cells driven from a pull system utilizing single piece flow.

Lester Building Systems, a division of Butler manufacturing 12/99 to 8/1/01

Regional service center Manager/Plant Manager

Clear brook, VA

Overall responsibilities reporting to the president for a $10 million commercial and wood

agricultural building manufacturer. Developed strategic plan for the Clear Brook division, which

allowed for a 30% reduction of operational expenses and a 20% improvement in customer service

levels. Hired and developed management staff which achieved the objectives of the

strategic plan. Instituted a purchasing/replenishment system which reduced the on hand

raw material dollars from 1.4 M to $500,000. Developed and directed a single piece flow

process for the production of building columns and trusses. Created a visual management

system to help the order process flow from customer order through engineering process.

Overhead Door Corporation 9/96 to 12/99

Plant manager, Georgia division

Athens, Ga

Responsible for an $80 million commercial and residential door manufacturing and

shipping operation. Provided direction, established standards, and managed the day-to-

day supervision of nine professionals and a 135 person workforce. Developed a

management team which successfully implemented a single piece flow line system. The

commercial door operations achieved a 50% reduction in the lead times while reducing

staffing requirements by 30%. The residential single piece flow line increased overall

output by 56%. Instituted a performance measurement system across all manufacturing

areas, directly contributing to a 22% reduction of the labor force while supporting a 10%

increase in sales. Promoted from the Pennsylvania division, June 1998.

The Wiremold Company, Walker Divison

Williamstown, WV 1994 to 1996

Manufacturing Team Leader – Flow Goods Team. Developed and implemented a finish

stock pull replenishment system. Implemented work standards across work cells which

increased inventory turnover rates from 4.5 to 11.9. Improved production scheduling to

increase dollars per production hour from $204 to $295. Closed Patterson, New Jersey

facility and absorbed the production volume within the existing Walker organization with

no disruption to customer service.

Manufacturing Team Leader – Manufacturing Wire Team. Created 10 work cells aligned

by process, utilizing a single piece flow strategy. Developed and implemented work

standards and established visual controls for production monitoring. Successfully

negotiated with suppliers to reduce inventory requirements, resulting in turnover rates

increasing from 6 to 25, lead times decreasing from 6 weeks to 1 week and over floor

space requirements declining by 75%. Created kanban/supermarkets for raw material

procurement thereby eliminating MRP. Placed all WIP and raw material on the kanban

signal system. Lead team in establishing a new business venture with McDonalds

providing all electrical wiring for the customer’s modular building requirements.

The Wiremold Company 1985 to 1994

West Hartford,CT

Manufacturing Team Leader – Rolling Mill Area. Supervised 3 professionals and 25

hourly union employees. Created and implemented a visual display system and work

standards across the rolling mill area. Set up reduction mills: raft mill set up times

from 140 minutes to 7 minutes. Yoder mills from 6 hours to 37 minutes. These

improvements provided for the successful discontinuation of the second shift

operation with no reduction in the units overall output.

Buyer/planner – 2pc raceway systems. Implemented kanban systems for all raw

materials. Developed supplier partnerships to support the pull system for the work

cells which resulted in the daily delivery of raw material, order entry and vendor

payment through EDI. Converted all major commodity items such as coil stock steel,

packaging material, receptacles, brass and wire to a consignment inventory basis. Lead

the development of a no batch single piece flow cell utilizing the kaizen process.

Successfully reduced the supplier base by 60%.

Education: Central Connecticut State University

Bachelor Of Science

Elementary Education Degree

Bingley College, West Yorkshire, England

Exchange Student

Professional

Courses: Total Productivity Training, Japan management Association

Lean Manufacturing, Singijutsu Company

Center for Creative Leadership

Win/Win negotiations

Overhead Door Corporation Division of the year 1998

Safety Award – Lester Building Systems – 3 years no lost time 1991-2001

Personal: Married with two children

References: Personal and professional references available upon request.

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