Manager Sales

RICHARD E. SLOVENEC

**** ****** ***** ***** ********, Ohio 44233

216-***-**** (O) • 216-***-**** (C) *****@**********.***

GENERAL MANAGER / MANUFACTURING OPERATIONS EXECUTIVE

Accomplished P&L Executive with 25+ years of Entrepreneurial and Fortune 500 manufacturing experience in the

Aerospace, Automotive, Machine Tool and Industrial Products industries. Consistently recognized as a team oriented leader

focused on sustained improvement in customer service performance, profitability and asset management. Adept at guiding

the profit and loss performance of operating companies with a successful track record in turnaround situations and culture

change within a strategic framework. Demonstrated accomplishments and experience in:

• Profit & Loss Responsibility • Business Process Improvement/Lean • Employee Engagement

• Building Customer Relationships • Quality Management Systems • Change Management

• Strategic Planning & Implementation • Supply Chain Strategy & Leadership • Organization Development

• Multi Site Management • Business Restructuring/Re • Union Relations/Negotiations

engineering

CAREER EXPERIENCE

CRANE CO., Stamford, CT 2001 to 2011

(NYSE: CR) $2.2B diversified manufacturer of highly engineered industrial products with approximately 10,000 employees

in five business segments across 25 countries.

Vice President/General Manager, Elyria Site – Crane Aerospace (formerly, Lear Romec), Elyria, OH

P&L responsibility for this $60M business unit that designs and manufactures lubrication and fuel pumps for the aerospace

industry. Reported to the Group VP of Global Sourcing and Manufacturing, managed eight direct reports and an

organization of 235 employees within a matrixed structure. Additional responsibility included the management of $15M

Jacksonville based subsidiary that manufactured aerospace hose and fittings from 2004 to 2006.

Exceeded business plan for sales and operating profit every year from 2001 to 2010.

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Achieved 7% average annual sales growth from 2002 through 2010 while improving operating profit as a percent of

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sales.

Fostered strong relationships with key accounts including GE, Rolls Royce, Cessna, Sikorsky and Lockheed Martin

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by creating a culture of transparency and cooperation with each customer.

Improved inventory turns by 100% through a variety of Lean initiatives including KanBans, VMI, consignment and

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lead time reductions.

Drove a high level of employee involvement and teamwork through effective communication and collaboration.

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Achieved a 70% “win” rate on new program proposals through a combination of customer relationships, advanced

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technology and pricing strategy.

Reduced manufacturing lead times, which included one outside processing step, by 50% through the implementation

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of cellular manufacturing concepts.

SHILOH INDUSTRIES, Cleveland, OH 1999 to 2001

RICHARD E. SLOVENEC

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(NASDAQ: SHLO) $460M supplier to the automotive industry, manufacturing a variety of engineered products, including

blanks, engineered welded blanks, stamped components and value added assemblies.

Plant General Manager, Ohio Welded Blank Division, Valley City, OH

Operational responsibility for a start up division which manufactures laser welded blanks used as inner doors and vehicle

body side frames. In FY2000 the division had sales of $62M and employed 230 people.

Launched four new Tier 1 programs; installed four new laser welding lines, two blanking lines and two post weld

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blanking presses; hired over 150 employees; doubled the size of the plant to 225,000 sq. ft.; supported a start up

division in Mexico during 2000.

Met operating income targets and every delivery requirement for all programs despite significant equipment start up

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problems and a severe labor market shortage.

Drove inventory turns in excess of 35 times through the implementation of a demand pull system.

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EATON CORPORATION, Cleveland, OH 1995 to 1999

(NYSE: ETN) $12B global technology leader in diversified power management solutions that make electrical,

hydraulic and mechanical power operate more efficiently, effectively, safely and sustainably. The company employs

70,000 people and sells products to customers in more than 150 countries.

Plant Manager, Airflex Division, Cleveland, OH

Operational responsibility for a $40M division that manufactures industrial clutches and brakes used in various power

transmission applications. Reported to the Division General Manager and led a staff of 110 salaried and hourly employees.

Achieved #1 status in global market position by partnering with sales organization to create a customer centric, sales

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driven culture.

Increased sales per direct labor hour by 20%, reduced overtime by 70% and improved inventory turns by 50%

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through the implementation of lean manufacturing and visual management systems.

Generated annual savings of $600,000 in material and process costs and reduced overhead expenses as a percent to

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sales every year.

FIGGIE INTERNATIONAL, Willoughby, OH 1982 to 1995

$1.2B international diversified operating company with 3,700 employees across 30 divisions.

Division General Manager, SP/Sheffer International, Traverse City, MI (1992 to 1995)

P&L responsibility for this $10M division that designed and manufactured chucks, collets and various specialty workholding

products for use on machine tools. Reported to the Group Vice President and managed a team of 60 employees.

Improved division from 20% pre tax loss to an 11% pre tax profit within two years through a combination of

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strategic pricing, selective outsourcing, cost reduction and efficiency improvement.

Increased bookings +40% in one year through the implementation of key marketing initiatives.

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Division General Manager, SpaceGuard Products, Seymour IN (1991to1992)

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RICHARD E. SLOVENEC

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P&L responsibility for the $3M division that manufactured wire mesh partitions for use in construction, industrial,

warehousing and material handling applications. Reported to the Vice Chairman and managed a team of 30 employees.

Led division from a pre tax loss of 14% to profitability in less than 6 months through a combination of strategic

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marketing actions, cost reductions and pricing/discount revisions.

Reduced lead times from 30 days to 3 days through a variety of business process redesign initiatives.

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Operations Manager, Scott Aviation, South Haven, MI (1988 to 1991)

Responsible for operations of a $10M plant that manufactured air purifying products for use in industrial and petrochemical

applications. Reported to the Division Vice President of Operations and managed a team of 100 employees.

Purchasing Manager, Taylor Instruments, Springfield, OH (1987 to 1988)

Responsible for all purchasing activities across three sites for a manufacturer of thermometers, barometers, and other

measuring devices with annual sales of $18M.

Corporate Management Development Program Trainee, Richmond, VA (1982 to 1987)

Comprehensive, four year program consisted of hands on project work at various divisions in the areas of manufacturing,

purchasing, inventory control, working capital management, cost accounting, industrial engineering, human resources, union

relations and mergers & acquisitions.

EDUCATION

BSBA, Production and Operations Management, Miami University, Oxford, OH

Leadership Development Program, Center for Creative Leadership (2006)

Certified Lean Green Belt (2005)

“The Executive Program”, University of Michigan (2002)

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