Plant Manager

Elizabeth Chapman

************@*****.*** . M: 507-***-****

CONTROLLER

Manufacturing ~ Plant Operations ~ Cash Flow Management

Over 20 years' experience aligning operational and . Lean Manufacturing

financial objectives that drive performance improvements . Six Sigma

and bottom line profits. Expertise identifying . Plant Productivity

opportunities to reduce expenses and increase revenue by . Budget Preparation

improving production capabilities, streamlining processes, . Cost & Variance

and implementing lean manufacturing practices. Analysis

Proven ability to turnaround underperforming operations . Forecasting

within fast-paced worldwide multi-million dollar . Cost Reduction

manufacturing organizations. Strengths include recognizing . Process Improvement

complex performance issues, developing innovative and

proactive business strategies, and implementing operational . Capital Investment

solutions that control costs. . SOX Compliance

Respected leader and visionary with experience-backed . Financial Reporting

judgment, hands-on management approach, and success

executing comprehensive operational and financial

restructuring. Exceptional critical-thinking and analysis

skills. Interfaces effectively with business partners

including all levels of management, external auditors, and

customers.

CAREER HIGHLIGHTS

> Recognized advocate for improving plant operations, driving productivity,

and maximizing cash flow.

> Developed innovative restructuring strategies that drove down costs by up

to 20% and increased cash flow $2M in one year.

> Increased revenue, improved productivity capabilities, and reduced labor

costs/headcount by eliminating inefficiencies and implementing lean

manufacturing initiatives.

> Respected leader and effective team builder evident by ability gain buy-

in to process changes, collaborate with cross-functional teams, and

partner with executive management, mid-level managers, and floor

supervisors.

PROFESSIONAL EXPERIENCE

VIRACON, INC., Owatonna, MN

2008-9/2/11

International glass fabrication company with worldwide revenues up to

$400M.

Plant Controller - Position to be consolidated at corporate level 9/2/11

Hired to identify and drive operational improvements that increase plant

and financial performance. Partner with all levels of management to

understand performance obstacles, identify trends, and determine and

implement effective process improvement strategies. Perform comprehensive

analyses and estimates of revenue, production levels, and budget/cost

variances associated with operational productivity and plant performance.

Analyze and modify data to reflect changes in forecasted projections that

deviate from expected revenue. Collaborate with sales, purchasing, and

scheduling to optimize productivity and profits. Justify capital

expenditures and audit savings and investment returns.

. Created resource for operations that provided data necessary for

departments to effectively perform, meet production expectations, and

increase bottom line profits.

. Redefined all measurements from department level to plant level

resulting in decreased labor costs of 20% ($500K+) within first year.

. Eliminated inefficiencies and developed flex crews in labor intensive

department driving down bi-weekly overtime costs from 15% to 3%.

. Refocused plant objectives to center on controllable costs, not

uncontrolled costs; reduced breakage and re-work 5%+ ($200K) in first

year by focusing efforts on how not to break glass as opposed to

justifying high costs.

. Saved $200K in one year and nearly $1M in next by streamlining glass

batching process.

. Improved productivity/through-put 8% in one month; analyzed production

ratios, yield loss, and capacity of machine utilization to determine

appropriate production rates, generate increased revenue, and meet all

deadlines.

Elizabeth Chapman

************@*****.*** . M: 507-***-****

STREATER, INC., Albert Lea, MN

2007-2008

Manufacture fabricated steel fixtures with annual revenues $40M.

Plant Controller

Tasked with evaluating operational processes and production capabilities to

create lean manufacturing environment. Full oversight of operational and

financial reporting including budgeting and cost accounting, revenue

recognition, balance sheet, P&L, and SARBOX compliance and testing.

Performed operational analyses of variances and identified opportunities to

improve efficiencies. Maintained financial integrity of ERP systems and

inventory.

. Improved labor utilization and metric reporting resulting in monthly

savings up to $10K.

. Reduced WIP accrual ~2% per month by identifying inaccuracies and errors

within ERP reporting software.

. Decreased headcount by consolidating transactional processes

SPX, Owatonna, MN

2002-2007

Manufacturer and developer of automotive tools and diagnostic equipment

with $500M in revenue and ~700 plant employees.

Plant Controller, Tools & Measurement Division (2005-2007)

Advocated plant and productivity improvements to increase financial

performance. Performed analyses of variances, expenditures, capital, and

labor utilization. Partnered with operations teams to prepare budgets,

create user-friendly reports, and analyze productivity capabilities.

Developed "what-if" analyses, rate/hour templates, and lean manufacturing

goals. Ensured SARBOX compliance. Oversaw ERP systems, worked with external

auditors, and analyzed all manufacturing expenses including inventory,

freight, warranty, and plant expenditures.

. Reduced goods received not invoiced by 4% ($400K).

. Decreased transactional activities 500 hours annually by implementing

efficient month-end closing practices.

. Created daily scorecard that provided VP of Operations insight into

production shortfalls or added capabilities.

. Developed templates to measure and track plant managers'

daily/weekly/monthly progress toward budget goals.

. Implemented new budgetary process that included strict performance

monitoring and tracking capabilities, which reestablished financial

accountability at managerial levels.

Manager AP Shared Services (2002-2005)

Hired to transform transactional environment into revenue center by

identifying opportunities to reduce time and expenses, improve cash flow,

and maximize balance sheet position. Partnered with departments to improve

throughput of inventory/expense transactions. Managed time/travel expenses,

vendor terms and payments, and P-Card program.

. Improved cash flow $2M in one year by transferring vendor payments from

check-based to P-Card program.

. Added $100K to $200K in cash flow per year through rebates from P-Card

program.

. Streamlined transactional handling of matching invoices and resolving

differences; generated $30K to $60K per year by reducing headcount.

. Recognized by IOMA as runner-up for AP Department of the Year for

process improvement, innovation, and cash flow management.

. Promoted to Plant Controller

Previous Experience: deloitte & touche, Property, Payables, & Leasing

Manager

EDUCATION & CREDENTIALS

Masters of Accountancy, University of Arkansas, Fayetteville, AR

Honors: Beta Alpha Psi Accounting Honor Society; 3.7 GPA

Masters of Anthropology, California State University at Fullerton,

Fullerton, CA

Honors: Graduate Writing Award; 3.7 GPA

Passed CPA Exam

Certification: Six Sigma Green Belt

Member: Institute of Management Accountants (IOMA); International

Association of Accounts Payable (IAAP)

Proficient in BAAN, SAP, ProClarity, Hyperion, Crystal Reporting, Visual

Manufacturing,

Basware, Concur T&E, ADP E-Time, MSWord, Excel, and PowerPoint; advanced

skills in Access

Community Involvement: Toastmasters (President & Secretary); Crisis

Counselor

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