Customer Service Manager
Resume:
Theresa M. Magner
Charlotte, NC
Home 803-***-**** Other 336-***-****
*************@*****.***
SUMMARY
Senior manager in manufacturing whom has had the opportunity to gain
cross-functional experience in plant management, supply chain, and human
resources. Successful team builder with proven skills to accelerate
continuous improvement activities that motivate the group and that
improves the bottom line. Experienced manager with a complete
understanding of what is required to run the business. Life-time learner.
Work Experience:
Schaeffler Group 2009-Present
Commodity Manager
Charlotte NC July 2009-Present
1. Define and communicate the Strategic Strategy for purchasing Steel
forgings, Brass cages, and machined complete product for North
America.
2. Defined the 1-5 year commodity strategy for the FAG/INA Cluster for
Forged and turned rings.
3. Participated on three VAVE exercises that identified potential future
savings on new product lines of $1M for 12 months spend.
4. Identified and made improvements of the supply chain on one product
line that saved $200,000 in 2009.
5. Identified and implemented YOY savings in 2010 at a level of 5.9% of
turn over.
Ingersoll-Rand 1988-2009
Manufacturing Manager-Sheet Metal Operations Mocksville NC Mar
2008-Feb 2009
6. Lead and direct the production requirements of a 24/7 sheet metal
fabrications and paint shop with 140 employees including 4 salary
positions as direct reports. Internal sales total approximately
$4M/month.
7. Reduce recordable incident rates in department by 20%. Maintained
zero lost time injuries.
8. Improved On-Time Delivery Rate as reported by the customer from 79%
to 86% in one year with a 30% increase in shipments year over year.
9. Decreased 2008 Defects per million as reported by the customer by
10%.
10. Championed a green belt project in the department that had approved
financial savings in 2008 of $43,000 OI and $131,000 hard balance
sheet savings through the lean six-sigma process. Project included
inventory and labor savings.
11. Increased continuous improvement activity by the shop floor hourly
work force by 72%. Cost savings captured for some of these
improvements was over $180,000.
12. Interviewed and hired 4 out of the 7 top staff positions.
13. Defined and managed 40% reduction in manpower to adjust to falling
demand. Included defining and documenting reduction in manpower
process for the entire plant.
14. Implemented skip level meetings to promote communication in Sheet
Metal.
15. Developed two high potential employees who were promoted to higher-
level positions in same year.
16. Championed 29 kaizen events in department focused on 5S, Visual
Controls, waste elimination and TPM.
Precision Machining Operations Manager Mocksville NC Jan 2007-
Mar 2008
17. Led and directed the production of a Precision Machining department
with 200+ associates with 10 salaried direct reports. Internal sales
approximately $8M/month.
18. Leveraged knowledge obtained at prior employer through a green belt
process in order to increase yearly scrap metal recovery for the
plant of an increase of $471,000 per year
19. Championed a black belt project targeting inventory levels. Savings
for this project was OI $88,000 and Balance sheet savings of
$736,000.
20. Increased continuous improvement activities by 80% on the shop floor.
Cost savings captured for some of these improvements over $90,000.
21. Increased Centac shipments to the customer by 30% year over year.
22. Interviewed and hired 2 out of 5 supervisory positions.
23. Developed two high potential candidates who received promotions in
the same year.
24. Championed 30 kaizen events focused on 5S, waste elimination, Visual
Controls, flow, and set-up reduction.
The Torrington Company/Timken
Manager-Materials, Logistics, Planning & Scheduling, Purchasing, and Raw
Material Forming
Asheboro, NC
Feb 2005- Jan
2007
25. Led and directed supply chain functions of $104M sales per year for a
Taper roller bearing facility. 15 salaried direct reports.
26. Led and directed 24/7 raw material forming production department,
which included 32 salary employees.
27. Implemented visual pull system for the plant that increased turns by
10%.
28. Decreased manpower per dollar sales rate in raw material department
by 10%.
29. Improved on time delivery to our top customer by 10% while increasing
sales by 30%.
30. Led team responsible for hiring all salary positions. Filled 80 jobs
while in this role.
Plant Manager Ball Ground, GA
Jul 2001- Feb 2005
31. Led and directed all aspects, including financial responsibilities,
staff development, customer service, quality measures, Human
Resources and safety of 65,000 square ft ball bearing manufacturing
plant (Machining) . $7M in sales.
32. Successfully managed 7 direct reports and 52 hourly personnel.
Received an overall approval rating of 88% on Employee Opinion Survey
2003.
33. Coordinated the development and operation of the overall production
process by achieving target process times and production levels.
Fiscal year 2004 achieved a 10.4% improvement for parts per person
measurement.
34. Ensured products meet both quality and customer requirements as well
as responsible for ensuring overall customer service. 2002 reduced
customer complaints by 10%.
35. Physical inventory error rate decreased 30% as a result of action
items initiated by an 8-D exercise in 2002.
36. Reduced past Due in 2002 by 30% compared to 2001.
Manufacturing Superintendent Ball Ground,
GA Jul 2000 - Jul 2001
37. Managed 40 hourly production workers, including shift Team Leaders.
38. Coordinated the development and operation of the overall production
process by achieving targeted process times and production levels.
This resulted in 46% increase.
39. Responsible for quality and customer requirements. Customer
complaints decreased 50%.
40. Performed Master Scheduling function. Managed MRO purchasing.
Instrumental in reducing indirect supplies cost by $167,000 from
1999.
41. Assigned HR Manager role after unsuccessful union campaign of hourly
personnel. Responsible for all aspects of Human Resources including
recruiting, Safety, training and employee relations. Implemented
employee focused programs, which decreased turnover, improved safety
record, and increased employee morale.
Job Assembly Team Leader Union, SC
Mar 1999-Jul 2000
42. Supervised 14 hourly production employees in the assembly process of
roller and ball bearing with outside diameters from 26 inches to 108
inches. Decreased work force in that department by 7%, while
improving production predictability by over 50%.
Production Control Manager Union, SC
Aug 1993-Mar 99
43. Managed 22 people, both hourly and salaried in departments of grind
shop scheduling, customer service, inventory control, kitting,
shipping, purchasing, and work order closing. Led work force to
successfully implement Just-in-Time accounting process.
Supervisor Union, SC
Dec 1991- Aug 1993
44. Supervised 12 hourly and salaried employees. Coordinated the
functions of purchasing, grind shop scheduling, work order planning,
and customer service. Decreased number of employees required
performing these functions by 25%.
O.P.T. Analyst Union,
SC Oct 1989- Dec 1991
45. Implemented the "thought-ware" of synchronous manufacturing.
Product Specialist
46. Responsible for production scheduling of 48 machines in the grind
shop.
Bore Grind Operator
1. Developed mechanical and technical skills in bearing manufacturing
South Carolina Army National Guards
Feb 1985-Oct 1994
Supply Specialist
2. Managed and administered the inventory control function for the
entire unit. The US Army defined process used.
Education:
Regis University
August 2003
MBA/GPR 3.50
Limestone College
December 1991
B.S. Business Administration/GPR 3.35
Piedmont Technical College
August 1990
A.S. Business/GPR 3.75
Certifications:
SHRM: Certification in Professional in Human Resources.
APICS: Certification in Production and Inventory Management.
ISM: Certification in Purchasing Management.
CBM: Certification in Business Management.
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