Manager Sales

STEPHEN R. ARBOGAST

**** ***** ***** ***** ***

Lebanon, OH 45036

**********@**********.***

Cell 513-***-****

Executive Management

Safety, Quality, Strategic Planning, Continuous Improvement, Management Skills, Negotiations

Accomplished Executive with domestic and international experience in operations, P&L responsibility, multi-plant

performance, procurement and sales involving both start-up and growth organizations. Results-oriented, decisive leader with

proven success in new product introduction, and performance improvements. A track record of increasing sales and growing

the bottom line while spearheading operational improvements to drive productivity and reduce costs. Excel in dynamic,

demanding environments while remaining pragmatic and focused.

Core Competencies

Quality

Safety Delivery

Key Partnership Development Organizational Restructuring

Visionary Leadership

Risk Management Acquisitions Budget/Sales Forecasting

• High-stake Negotiations • Machining/Fabricating/Electronics • Six Sigma Green Belt

Honeywell International, Test and Measurement 2008 to Present

Value stream Manager, Pressure, Electronics and Torque 2009 - Present

Responsibilities in my current role encompass all functions needed to support our sites largest revenue streams. My staff

consists of material planning, scheduling, direct and indirect labor, manufacturing engineering, shop floor supervision,

inventory and procurement. Additionally I am accountable for the implementation of HOS, HSE and QIP activities of my team.

Key achievements

Sustaining a 96% OTTP a year over year improvement of 14 points.

Scrap was reduced year over year 50%, 162K improvement and achieved a 1% of Sales goal

For the first time in the products history met the PPM goal. Year to date in 2011 none.

Instituted a 3X3 bench strength program focusing on Key and Basic competencies.

Reduced service level lead times on three product lines by 70%.

Material Planner 2008 - 2009

Responsible for the planning, scheduling, inventory and sales order review for the Pressure product line. While in this entry

level position into Honeywell I supported the manufacturing floor and our inside sales group with order updates along with

handling expedite requests and forecasting.

Key achievements

Reduced the past due dollar amount by 700K.

Improved on time delivery performance by 18 points.

Implemented a capacity planning process.

Developed a material shortage process that directed purchasing and internal sources to critical parts.

Projects Unlimited Inc. Dayton, OH 2005 to 2008

Director of Operations

Provide leadership for a contract manufacturer servicing the aerospace and military industries. Management responsibilities in

this position are directed towards procurement, production, scheduling, manufacturing engineering, material handling,

transportation, gross profit performance, customer quotations and customer service. My current position is responsible for over

$10 million per year in the sourcing of materials and services, seventy production employees, support staff of thirteen, budget

development and performance along with Lean manufacturing programs, and all capital purchases for the organization.

Key achievements:

Negotiated several long term contracts that have resulted in cost savings totaling $1.3 million in savings and improved service

Exceeded monthly revenue numbers by 17% for the past 13 months

Reduced overhead costs by combining positions and implementing Lean manufacturing techniques

Consistently met monthly budget numbers

$2.7 million cost savings and thru-put improvement programs for various departments including sales, design, engineering and

finance

Implemented a new customer request for quote process that resulted in an increase of 3% closing ratios along with 100% on

time delivery of quotes to customers

Developed a new work instruction format that has resulted in a paperless process and increased efficiencies from 67% to 89%

and climbing

Successfully passed the last five ISO audits with zero non-conformances

River Bend Chair Co. West Chester, OH 2004 to 2005

General Manager

In this position I was hired as a consultant for a furniture manufacturer to focus on the overall performance of the

company. Responsible for the overall day-to-day operations while implementing improvement changes as needed.

The goal was to improve the company’s bottom line for a future sale.

Key achievements:

Improved on time deliveries from 55% to 93%.

Reduced lead-times from 16 to 7 weeks.

Developed a business plan after determining the “as is” condition of the company through process mapping and market

research.

Website development for current and potential customers to review the company’s product offerings.

KADANT Black Clawson Mason, OH 1987 to 2003

Corporate Purchasing/Director of Materials 1999 – 2003

While in this position my scope of responsibilities were in directing purchasing, manufacturing, budget development and

performance and MIS activities for three separate profit centers with annual revenues exceeded $125 million. Yearly

purchases averaged $30 million in “name the general product types” and 157,000 direct labor hours and managed eleven

direct reports.

Key achievements:

Last fiscal year reduction of cost of goods exceeded over $700,000 and on-time delivery improvement from 73% to 94%

Project chairmanship for implementing a company wide ERP system, master scheduling and establishing performance

measurements for the manufacturing group

Charged with leading the company’s continuous improvement activities in a multi plant environment

Served on the due diligence team in an advisory role for an OEM manufacturer acquisition located in Mobile, Alabama

Black Clawson Middletown, OH

Acquisition Manager, General Manager 1997 - 1999

During this phase of my career I was charged with the restructuring and the P&L responsibility of a newly acquired OEM

manufacturer in Birmingham Alabama. Accountable for all aspects of the division including Sales, Marketing,

Manufacturing, Purchasing, Product Management, Field Service, Engineering and the liquidation of assets. Four direct

reports with a total staffing of twenty seven employees. The company started with a total backlog of $237,897 and currently

has sales approaching nine million dollars annually.

Key achievements:

Accountable for relocation of the business including personnel, office location, service contracts, leases, infrastructure and

operating procedures

Coordinated new division into corporate wide culture

Served on the due diligence team for this new operation, responsible for reviewing product costs, operational costs, warranties

and receivables

Increased gross profit margins from 17% to 33% due to outsourcing of machining and fabrication requirements

Acquisition Manager 1995 - 1997

In this position my responsibilities included managing the Engineering, Manufacturing, MIS, Field Service and the overall

P&L of the company’s two divisions, one located in Amelia, OH and the other in Pfaeffikon, Switzerland. Five direct reports

with total staffing at sixty seven employees.

Key achievements:

Successful in regaining market share due to our expertise in custom engineering and our ability to meet or exceed our

customer’s expectations in delivery and service

Product lead-times were reduced from 17 to 10 weeks

Reduced warranty cost by 47%

Reduced overhead cost by 15%

Implemented successful program management processes

Operations Manager 1992 - 1995

Responsible for the day to day operations and long term planning/strategies of Purchasing, Manufacturing and Inventory

management. Assigned by ownership to be project Chairman to determine best operating practices for our manufacturing

facility in Louisiana. Implementing Lean manufacturing techniques the facility was converted into a cellular manufacturing

environment with impressive results including improvements in delivery, quality, employee involvement, plant layout and

the introduction of a Kanban system.

Key achievements:

Project leader for our ISO 9001 certification process, completed in nine months

A member of the labor union contract negotiating team

Improved inventory turns from 2.5 to 8 per year

Implemented dock to stock programs

Negotiated price reductions in electronics, metals and services of $2.2 million per year

Reduced service cost by 15%

Manufacturing Information Systems Manager 1990 - 1992

Responsible for the business systems used throughout the organization. Responsibilities included all technologies utilized

in the multi plant company in CAD, telecommunications, ERP, payroll, and office systems.

Key achievements:

Transitioned company from word processing technology to personal computer using Microsoft applications

Outsourced payroll and reporting to ADP

Reviewed, negotiated and implemented a new telecommunication system for multiple plants

Brought on-line a previously purchased ERP system

Production and Inventory Control Manager 1987 - 1990

Responsible for the areas of production management, inventory, capacity planning and scheduling for two satellite facilities

located in North Carolina and Louisiana.

Key achievements:

Increased inventory turns from 1.5 to 6 per year

Introduced a new scheduling system, increasing thru-put by 37%

Increased inventory accuracy from 80% to 99%

Dan Hemm Oldsmobile – Cadillac Piqua, OH 1985 to 1987

Responsible for the Sales, Marketing and Finance activities of a start up automobile dealership, that is now one of the

largest dealerships in the greater Dayton area.

Key achievements:

Development of a five year business plan

Advertising programs

Hiring and training of sales force

Hobart Corporation Troy, OH 1980 to 1985

Production and Inventory Control Manager 1983 - 1985

Responsible for all aspects of material management for the Dayton scale division, including inventory and production

control.

Key achievements:

Developed a corporate wide policy and procedure manual

Developed quality circle teams

Developed capacity planning strategies and reporting

Instituted supplier held inventory programs

Improved on-time delivery from 81% to 94%

Successfully negotiated a four year union contract

Master Scheduler 1980 - 1983

Responsible for the overall scheduling to meet sales orders and forecasted requirements for machining, fabrication and

assembly.

Key achievements:

Developed planning bills for MRP

Reduced finished goods lead time by 53%

Achieved a 99% on time delivery performance

Reduced inventory obsolescence by 27%

Formal Education and Training:

Toledo University: Business management

Seminars/courses: Deming, Goldratt, Schoenberger, Garwood, Cellular/Lean Manufacturing, AMA, JIT, APICS, ISO Internal

Auditor/Audit Leader

Six Sigma Green Belt Certification

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